International Business Plan

1.
Introduction
The U.S. Small Business Administration's (SBA) Office of International Trade (OIT) developed this Trade Guide as an
information tool to assist American business develop international markets. This Guide will help answer questions
and take the mystery out of exporting. The United States government has committed enormous resources to help
small businesses, like yours, reach overseas markets. Did you know that:
 the U.S. Small Business Administration (SBA) employs 76 District International Trade Officers and 10
Regional International Trade Officers throughout the United States as well has a 10-person international
trade staff in Washington, D.C.;
 the SBA, through its Service Corps of Retired Executives (SCORE) program, oversees 850 volunteers with
international trade experience to provide one-on-one counseling to active and new-to-export businesses;
 the SBA made 348 loans nationally to exporters for more than $123 million in FY 1991 and 617 loans for
more than $241 million in FY 1992;
 the SBA supports over 900 Small Business Development Centers (SBDCs). Some SBDCs have designated
international trade centers; all SBDCs provide export counseling, referral and/or training;
 the SBA coordinates the Export Legal Assistance Network (ELAN), a nationwide group of international trade
attorneys who provide free initial consultations to small businesses on export related matters;
 the U.S. Department of Commerce (DOC) International Trade Administration (ITA) U.S. and Foreign
Commercial Service (US&FCS) has 68 offices throughout the United States and 120 overseas posts,
representing 95 percent of the world market for U.S. products and services;
 the ITA in Washington, D.C. has industry-specific specialists monitoring export opportunities for U.S.
products and services in every sector, from abrasive products to zippers;
 the DOC sponsors 51 District Export Councils (DECs), comprised of nearly 1,700 business and trade
experts available on a volunteer basis to help U.S. firms develop export strategies;
 the DOC Minority Export Development Consultants Program supports more than 107 Minority Business
Development Centers throughout the United States;
 the U.S. Department of Agriculture (USDA) Foreign Agricultural Service (FAS) maintains a $30 million
budget for export promotion of U.S. commodities through trade fairs and other activities;
 like DOC, USDA has a large group of country specialists focusing on a range of products from oilseeds to
poultry;
 the Export-Import Bank of the United States (Eximbank) has trained specialists in 24 states and in Puerto
Rico through its City/State program to provide export financing assistance to small businesses;
 the Eximbank has financed over $11.3 billion of U.S. exports in 1991, with 18.4 percent of Eximbank's
authorizations going to support small business exports?
The SBA and a multitude of federal, state and local government agencies are ready to assist you in opening new
avenues of opportunity in the international marketplace. With their help, and with the information contained in this
guide, you will find that access to international markets is possible and profitable.
Chapter 1: Making the Export Decision

Exporting is crucial to America's economic health. Increased exports mean business growth, and business growth
means more jobs. Yet, only a small percentage of potential exporters take advantage of these opportunities. It is
critical for U.S. businesses to think globally. Your decision to read this book indicates an interest in exporting.
However, you may have discovered your company is already competing internationally -- foreign-owned companies
are competing with you in your "domestic" markets. The division between domestic and international markets is
becoming increasingly blurred. Your business cannot ignore international realities if you intend to maintain your
market share and keep pace with your competitors. Making the export decision requires careful assessment of the
advantages and disadvantages of expanding into new markets. Once the decision is made to export, an international
business plan is essential. This chapter presents the advantages and disadvantages of exporting and offers a sample
business plan.
ADVANTAGES AND DISADVANTAGES OF EXPORTING
Consider some of the specific advantages of exporting.Exporting can help your business:
 enhance domestic competitiveness
 increase sales and profits
 gain global market share
 reduce dependence on existing markets
 exploit corporate technology and know-how
 extend the sales potential of existing products
 stabilize seasonal market fluctuations
 enhance potential for corporate expansion
 sell excess production capacity
 gain information about foreign competition
In comparison, there are certain disadvantages to exporting.Your business may be required to:
 develop new promotional material

 subordinate short-term profits to long-term gains
 incur added administrative costs
 allocate personnel for travel
 wait longer for payments
 modify your product or packaging
 apply for additional financing
 obtain special export licenses
These disadvantages may justify a decision to forego exporting at the present time. For example, if your company's
financial situation is weak, attempting to sell into foreign markets may be ill-timed. On the other hand, some
companies have been successful selling abroad even before they have made any sales domestically:
Landmark Systems of Vienna, Virginia, had virtually no domestic sales before it entered the European market.
Landmark had developed a software program for IBM mainframe computers and located an independent distributor in
Europe to represent their product. In their first year, 80 percent of their sales were attributed to exporting. In their
second year, sales jumped from $100,000 to $1.4 million -- with 70 percent attributable to exports.
As you can see, there are no hard-and-fast rules as to which businesses should export, and which should not. In the
case of Landmark Systems mentioned above, a foreign distributor produced results before any significant domestic
sales occurred. Landmark Systems' decision to export, like that of many other small business exporters featured in
this guide, was based on careful planning.
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THE NEED FOR AN INTERNATIONAL BUSINESS PLAN
Behind most export success stories is a plan. Whether formally written down, or sketched out informally at a meeting
of your management team, an international business plan is an essential tool to properly evaluate all the factors that
would affect your company's ability to go international.
An international business plan should define your company's:
 commitment to international trade;

 export pricing strategy;
 reason for exporting;
 potential export markets and customers;
 methods of foreign market entry;
 exporting costs and projected revenues;
 export financing alternatives;
 legal requirements;
 transportation method; and
 overseas partnership and foreign investmentcapabilities.
Creating an international business plan is important for defining your company's present status, internal
goals and commitment, but is also required if you plan to seek export financing assistance. Preparing the
plan in advance of making export loan requests from your bank can save time and money. Completing and
analyzing an international business plan helps you anticipate future goals, assemble facts, identify
constraints and create an action statement. It should also set forth specific objectives, an implementation
timetable and milestones to gauge success.
2. International Business Plan
The purpose of the International Business Plan workbook is to prepare your business to enter the international
marketplace. This workbook will serve as a step-by-step guide to lead you through the process of exporting your
product to an international market. The workbook is divided into sections.
Each section must be completed before you start the next section. After you have completed the entire workbook,
you will be ready to develop an international business plan to export your product. Once the business plan is
completed, an in-depth analysis of your readiness to export can be completed.
PPRODUCTS/SERVICES
STEP 1: Select the most exportable products to be offered internationally.
To identify products with export potential for distribution internationally, you need to consider products that are
successfully distributed in the domestic market. The product needs to fill a targeted need for the purchaser in export
markets according to price, value to customer/country and market demand.
What are the major products your business sells?
1.
2.
3.
What products have the best potential for international trade?
1.
2.
3.
STEP 2: Evaluate the products to be offered internationally.
What makes your products unique for an overseas market?
1.
2.
3.
Why will international buyers purchase the products from your company?
1.
2.
3.
How much inventory will be necessary to sell overseas?

1.
2.
3.
Exercise:
IDENTIFYING PRODUCTS WITH EXPORT POTENTIAL
List below the products you believe have export potential. Indicate the reasons you believe each product will be
successful in the international marketplace.
Products/Services Reasons for Export Success
1. 1.
2. 2.
3. 3.
4. 4.
5. 5.
6. 6.
7. 7.
8. 8.
9. 9.
10. 10.
11. 11.
12. 12.
13. 13.
14. 14.
Decision Point: These products have export potential.
YES NO
PLANNING
What is the purpose of completing this workbook?

You know that you want to see your company grow through exporting.
Five reasons it will be worth your time and effort:
1. Careful completion of this workbook will help evaluate your level of commitment to exporting.
2. The completed workbook can help you evaluate your product's potential for the international trade market.
3. The workbook gives you a tool to help you better manage your international business operations
successfully.
4. The completed workbook will help you communicate your business ideas to persons outside your business
and can be an excellent starting point for developing an international financing proposal.
5. Businesses managed are more successful when working from a business plan.
Can't I hire someone to do this for me?
No! Nobody will do your thinking or make decisions for you. This is your business. If the business plan is to be useful,
it must reflect your ideas and efforts -- not those of an outsider.
Why is planning so important?
The planning process forces you to look at your future business operations and anticipate what will happen. This
process better prepares you for the future and makes you more knowledgeable about your business. Planning is vital
for marketing your product in an international marketplace.
Any firm considering entering into international business transactions must understand that doing business
internationally is not a simple task nor one for the faint of heart. It is stimulating and potentially profitable in the long-
term but requires much preparation and research prior to the first transaction.
In considering products for the international market, a business needs to be:
1. Successful in its present domestic operation.

2. Willing to commit its resources of time, people and capital to the program. Entry into the international market
may take as long as two years to generate profit with cash outflow during that period.
3. Sensitive and aware of the cultural implications of doing business internationally.
Developing a business plan helps you assess your present market situation, business goals, and commitment which
will increase your opportunities for success.
What's the bottom line for me if I do the plan?
Research shows that small business failure rates among new businesses are significantly lower for new businesses
that have developed a business plan.
Isn't planning just for the big companies?
Planning is important for any organization that wants to approach the future with a plan of action. The future comes
whether you are prepared for it or not. A business plan helps you anticipate the future and make well-informed
decisions because you have thought about the alternatives you will be facing.
How often do I have to do this?
A plan must be revised as needed, at least once a year. Planning is a continuous process. You will be surprised how
much easier it is to develop a business plan after the first time. Plus, after a revision or two you will know more about
your international business market opportunities to export products.
GOAL SETTING
Determining your business goals can be a very exciting and often challenging process. It is, however, a very
important step in planning your entry into the international marketplace. The following exercise is intended to help you
clarify your short and long-term business goals.
STEP 1: Define long-term goals.
A) What are your long-term goals for this business in the next 5 years? Examples: increase export sales by ___%
annually; develop country cultural profiles.
B) How will the international trade market help you reach your long-term goals?
STEP 2: Define short-term goals.
A) For your international business, what are your first year goals? Examples: attend export seminars, select a freight
forwarder.
B) What are your two-year goals for your international business products/services?
STEP 3: Develop an action plan to reach your short-term goals by using international trade.
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INDUSTRY ANALYSIS
STEP 1: Determine your industry's growth for the next 3 years.

Talk to people in the same business or industry, research industry-specific magazines, attend trade fairs and
seminars.
STEP 2: Research how competitive your industry is in the global markets.
Utilize the National Trade Data Bank (NTDB), obtain import/export statistics from the Bureau of the Census, and
contact the U.S. Small Business Administration (SBA) or the U.S. Department of Commerce (DOC) district office in
your area.
STEP 3: Find out your industry's future growth in the international market.
Contact the SBA or the U.S. Foreign & Commercial Service (US & FCS) district office and contact a DOC country or
industry desk in Washington, D.C.
STEP 4: Research federal or state government market studies that have been conducted on your industry's potential
international markets.
Contact SBA, your state international trade office, a DOC country or industry desk in Washington, D.C.
STEP 5: Find export data available on your industry.
Contact your SBA or DOC district office.
YOUR BUSINESS/COMPANY ANALYSIS
STEP 1: Why is your business successful in the domestic market? What's your growth rate?
STEP 2: What products do you feel have export potential?
STEP 3: What are the competitive advantages of your products or business over other domestic and international
businesses?
PROS AND CONS OF MARKET EXPANSION
Brainstorm a list of pros and cons for expanding your market internationally. Based on your product and market
knowledge, determine your probability of success in the international market.
Industry/Product:
Pros Cons
1. 1.
2. 2.
3. 3.
4. 4.
5. 5.
6. 6.
7. 7.
8. 8.
9. 9.
10. 10.
11. 11.
12. 12.
PROBABILITY OF SUCCESS
0% 25% 50% 75% 100%
MARKETING YOUR PRODUCT
Given the market potential for your products in international markets, how is your product unique?
1. What are your product's advantages?
2. What are your product's disadvantages?
3. What are the competitive product's advantages?
4. What are the competitive product's disadvantages?
What are the needs that will be filled by your product in a foreign market?
What competitive products are sold abroad and to whom?
How complex is your product? What skills or special training are required to:
1. Install your product?
2. Use your product?
3. Maintain your product?
4. Service your product?
What options and accessories are available?
1. Has an aftermarket been developed for your product?
2. What other equipment does the buyer need to use your product?
3. What complementary goods does your product require?
If your product is an industrial good:

1. What firms are likely to use it?
2. What is the useful life of your product?
3. Is use or life affected by climate? If so, how?
4. Will geography affect product purchase, for example transportation problems?
5. Will the product be restricted abroad, for example tariffs, quotas or non-tariff barriers?
If the product is a consumer good:
1. Who will consume it? How frequently will the product be bought?
2. Is consumption affected by climate?
3. Is consumption affected by geography, for example transportation problems?
4. Will the product be restricted abroad for example tariffs, quotas or non-tariff barriers?
5. Does your product conflict with traditions, habits or beliefs of customers abroad?
STEP 1:
Select the best countries to market your product.
The U.S. Small Business Administration and the United States and Foreign Commercial Service may be of
assistance in providing product market analysis.
Since the number of world markets to be considered by a company is very large, it is neither possible nor advisable to
research them all. Thus, your firm's time and money are spent most efficiently by using a sequential screening
process.
The first step in this sequential screening process for the company is to select the more attractive countries for your
product. Preliminary screening involves defining the physical, political, economic and cultural environment. Rate the
following market factors in each category.
1. Select 2 countries you think have the best marketpotential for your product;
2. Review the market factors for each country;
3. Research data/information for each country;
4. Rate each factor on a scale of 1-5 with 5 being thebest; and
5. Select a target market country based on your ratings
MARKET FACTOR ASSESSMENT COUNTRY/RATING COUNTRY/RATING
Demographic/Physical Environment:
. Population size, growth, density
. Urban and rural distribution
. Climate and weather variations

. Shipping distance
. Product-significant demographics
. Physical distribution and
communication network
. Natural resources
Political Environment:
. System of government
. Political stability and continuity
. Ideological orientation
. Government involvement in
business
. Attitudes toward foreign business
(trade restrictions, tariffs,
non-tariff barriers, bilateral
trade agreements)
. National economic and
developmental priorities
Economic Environment:
. Overall level of development
. Economic growth:
GNP, industrial sector
. Role of foreign trade in the
economy
. Currency: inflation rate,
availability, controls, stability

of exchange rate
. Balance of payments
. Per capita income and distribution
. Disposable income and
expenditure patterns
Social/Cultural Environment:
. Literacy rate, educational level
. Existence of middle class
. Similarities and differences in
relation to home market
. Language and other cultural
considerations
Market Access:
. Limitations on trade:
high tariff levels, quotas
. Documentation and
import regulations
. Local standards, practices, and
other non-tariff barriers
. Patents and trademark protection
. Preferential treaties
. Legal considerations for
investment, taxation, repatriation,
employment, code of laws
Product Potential:
. Customer needs and desires

. Local production, imports,
consumption
. Exposure to and acceptance
of product
. Availability of linking products
. Industry-specific key indicators
of demand
. Attitudes toward products of
foreign origin
. Competitive offerings
Local Distribution and Production:
. Availability of intermediaries
. Regional and local transportation
facilities
. Availability of manpower
. Conditions for local manufacture
Indicators of population, income levels and consumption patterns should be considered. In addition, statistics on local
production trends, along with imports and exports of the product category, are helpful for assessing industry market
potential. Often, an industry will have a few key indicators or measures that will help them determine the industry
strength and demand within an international market. A manufacturer of medical equipment, for example, may use the
number of hospital beds, the number of surgeries and public expenditures for health care as indicators to assess the
potential for its products.
What are the projected growth rates for the two countries selected over the next 3-5 years?
STEP 2:
Determine Projected Sales Levels
What is your present U.S. market percentage?
What are the projected sales for similar products in your chosen international markets for the coming year?
What sales volume will you project for your products in these international markets for the coming year?
What is the projected growth in these international markets over the next five years?
STEP 3:
Identify Customers Within Your Chosen Markets
What companies, agents or distributors have purchased similar products?
What companies, agents or distributors have made recent requests for information on similar products?
What companies, agents or distributors would most likely be prospective customers for your export products?
STEP 4:
Determine Method Of Exporting
How do other U.S. firms sell in the markets you have chosen?
Will you sell direct to the customer?
1. Who will represent your firm?
2. Who will service the customers needs?
STEP 5: Building A Distributor or Agent Relationship
Will you appoint an agent or distributor to handle your export market?
1. What facilities does the agent or distributor need to service the market?
2. What type of client should your agent or distributor be familiar with in order to sell your product?
3. What territory should the agent or distributor cover?
4. What financial strength should the agent or distributor have?
5. What other competitive or non-competitive lines are acceptable or not acceptable for the agent or distributor to
carry?
6. How many sales representatives does the agent or distributor need and how often will they cover the territory?
Will you use an export management company to do your marketing and distribution for you?
YES NO
If yes, have you developed an acceptable sales and marketing plan with realistic goals you can agree to?
YES NO
Comments:
SUPPORT FUNCTIONS
To achieve efficient sales offerings to buyers in the targeted markets, several concerns regarding products, literature
and customer relations should be addressed.
STEP 1:
Identify product concerns.
Can the potential buyer see a functioning model or sample of your product that is substantially the same as would be
received from production?
YES NO
Comments:
What product labeling requirements must be met? (Metric measurements, AC or DC electrical, voltage, etc.) Keep in
mind that the European Community now requires 3 languages on all new packaging.
When and how can product conversion requirements be obtained?
Can product be delivered on time as ordered?
YES NO
Comments:
STEP 2:
Identify literature concerns.
If required, will you have literature in language other than English?
YES NO
Do you need a product literature translator to handle the technical language?
YES NO
What special concerns should be addressed in sales literature to ensure quality and informative representation of
your product?
STEP 3:
Identify customer relations concerns.
What is delivery time and method of shipment?
What are payment terms?
What are the warranty terms?
Who will service the product when needed?

How will you communicate with your customer? . . . through a local agent, telex or fax?
Are you prepared to give the same order and delivery preference to your international customers that you give to your
domestic customers?
YES NO
MARKETING STRATEGY
In international sales, the chosen "terms of sale" are most important.
Where should you make the product available at your plant: at the port of exit, landed at the port of importation or
delivered free and clear to the customer's door? The answer to this question involves determining what the market
requires, and how much risk you are willing to take.
Pricing strategy depends on "terms of sale" and also considers value-added services of bringing the product to the
international market.
STEP 1:
Define International Pricing Strategy.
How do you calculate the price for each product?
What factors have you considered in setting prices?
Which products' sales are very sensitive to price changes?
How important is pricing in your overall marketing strategy?
What are your discount policies?
What terms of sales are best for your export product?
STEP 2:
Define promotional strategy
What advertising materials will you use?
What trade shows or trade missions will you participate in, if any?
What time of year and how often will foreign travel be made to customer markets?
STEP 3:
Define customer services
What special customer services do you offer?
What types of payment options do you offer?
How do you handle merchandise that customers return?

SALES FORECAST
Forecasting sales of your product is the starting point for your financial projections. The sales forecast is extremely
important, so it is important you use realistic estimates. Remember that sales forecasts show the expected time the
sale is made. Actual cash flow will be impacted by delivery date and payment terms.
Step 1:
Fill in the units-sold line for markets 1, 2, and 3 for each year on the following worksheet.
Step 2:
Fill in the sales price per unit for products sold in markets 1, 2 and 3.
Step 3:
Calculate the total sales for each of the different markets (units sold x sales price per unit).
Step 4:
Calculate the sales (all markets) for each year - add down the columns. Step 5:
Calculate the five year total sales for each market - add across the rows.
SALES FORECASTS - FIRST FIVE YEARS
1 2 3 4 5
Market 1
Units Sold
Sale Price/Unit
Total Sales
Market 2
Units Sold
Sale Price/Unit
Total Sales
Market 3
Units Sold
Sale Price/Unit
Total Sales
Total Sales
All Markets
COST OF GOODS SOLD
The cost of goods sold internationally is partially determined by pricing strategies and terms of sale. To ascertain the
costs associated with the different terms of sale, it will be necessary to consult an international freight forwarder. For
example, a typical term of sale offered by a U.S. exporter is cost, insurance and freight (CIF) port of destination. Your
price includes all the costs to move product to the port of destination. A typical cost work sheet will include some of
the following factors. These costs are in addition to the material and labor used in the manufacture of your product.
export packing forwarding
container loading documentation
inland freight consular legalization
truck/rail unloading bank documentation
wharfage dispatch
handling bank collection fees
terminal charges cargo insurance
ocean freight other misc.
bunker surcharge telex
courier mail
To complete this worksheet, you will need to use data from the sales forecast. Certain costs related to your terms of
sale may also have to be considered.
Step 1:
Fill in the units-sold line for market 1, 2, and 3 for each year.
Step 2:
Fill in the cost per unit for products sold in markets 1, 2, and 3.
Step 3:
Calculate the total cost for each of the products - (units sold x cost per unit).
Step 4:
Calculate the cost of goods sold - all products for each year - add down the columns.
Step 5:
Calculate the five-year cost of goods for each market - add across the rows.
COST OF GOODS SOLD - FIRST FIVE YEARS
1 2 3 4 5
Market 1
Units Sold
Sale Price/Unit
Total Cost
Market 2
Units Sold
Sale Price/Unit
Total Cost
Market 3
Units Sold
Sale Price/Unit
Total Cost
Cost of Goods Sold
All Markets
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INTERNATIONAL OVERHEAD EXPENSES
To determine overhead costs for your export products, you should be certain to include costs that pertain only to
international marketing efforts. For example, costs for domestic advertising of service that do not pertain to the
international market should not be included. Examples of most typical expense categories for an export business are
listed on the next page. Some of these expenses will be first year start-up expenses, and others will occur every year.
Step 1:
Review the expenses listed on the next page. These are expenses that will be incurred because of your international
business. There may be other expense categories not listed -- list them under "other expenses."
Step 2:
Estimate your cost for each expense category.
Step 3:
Estimate any domestic marketing expense included that is not applicable to international sales.
Step 4:
Calculate the total for your international overhead expenses.
EXPENSE COST
Market 1 Market 2 Market 3 Total Yr 1 Legal Fees
Accounting Fees
Promotional Material
Travel
Communication
Equip/Telex
Advertising Allowances
Promotional Expenses
(e.g., trade shows, etc.)
Other Expenses
Total Expenses
Less Domestic Expenses
Included Above, if any
Total International
Start-up Expenses
PROJECTED INCOME STATEMENT - YEAR 1 to 5, ALL MARKETS
You are now ready to assemble the data for your projected income statement. This statement will calculate your net
profit or net loss (before income taxes) for each year.
Step 1:
Fill in the sales for each year. You already estimated these figures; just recopy them on the work sheet.
Step 2:
Fill in the cost of goods sold for each year. You already estimated these figures, just recopy on the work sheet.
Step 3:
Calculate the Gross Margin for each year (Sales minus Cost of Goods Sold).
Step 4:
Calculate the Total Operating Expenses for each year.
Step 5:
Calculate the Net Profit or Net Loss (Before Income Taxes) for each year (Gross Margin minus Total Operating
Expenses).
PROJECTED INCOME STATEMENT - YEAR 1 to 5, ALL MARKETS
1 2 3 4 5
International Sales
Cost of Goods Sold
Gross Margin
International Operating Expenses:
Legal
Accounting
Advertising
Travel
Trade shows
Promotional Material
Supplies
Communication Equipment
Interest
Insurance
Other
Total International Operating Expenses
BREAK-EVEN ANALYSIS
The break-even is the level of sales at which your total sales exactly covers your total costs and operating expenses.
This level of sales is called the Break-Even Point Sales Level (BEP sales).
In other words, at the BEP sales level, you will make a zero profit. If you sell more than the BEP sales level, you will
make a net profit. If you sell less than the BEP sales level, you will have a net loss.
The worksheet will calculate your BEP sales level for any year of operations. The steps listed below will assume that
you are calculating the BEP sales level for Year 1.
Step 1:
Fill in your Total Sales, Total Cost of Goods Sold, and Total Gross Margin for Year 1 on the following page.
Step 2:
Calculate the Gross Margin percent using the formula which is given on the work sheet. The Gross Margin percent
tells you what percentage of each dollar of sales results in Gross Margin.
Step 3:
Fill in the Total Operating Expenses for Year 1.
Step 4:
Calculate the BEP sales level using the formula which is given. Your need to reach this level of sales just to break
even.
Note: In addition to a break-even analysis, it is highly recommended that a profit and loss statement be generated for
the first few actual international transactions. Since there are a great number of variables relating to costs of goods,
real transactions are required to establish actual profitability and minimize the risk of losses.
STEP 1:
Total Sales $
Total Cost of Goods Sold $
Total Gross Margin $
STEP 2:
Total Gross Margin $

Gross Margin % $
Total Sales $
Gross Margin % = 0.
(Leave the Gross Margin $ in a decimal format. The format is 0.347 -
not 34.7%).
STEP 3:
Total Operating Expenses $
STEP 4:
Total Operating Expenses $
BEP Sales Level $
Gross Margin % $
BEP Sales Level $
TIMETABLE
This is a worksheet that you will need to work on periodically as you progress in the workbook. The purpose is to
ensure that key tasks are identified and completed to increase the success of your international business.
STEP 1:
Identify key activities
By reviewing other portions of your business plan, compile a list of tasks that are vital to the successful operation of
your business. Be sure to include travel to your chosen market as applicable.
STEP 2:
Assign responsibility for each activity
For each identified activity, assign one person primary responsibility for the completion of that activity.
STEP 3:
Determine scheduled start date
For each activity determine the date when work will begin. You should consider how the activity fits into your overall
plan as well as the availability of the person responsible.
STEP 4:
Determine scheduled finish date
For each activity determine when the activity must be completed.
ACTION PLAN
PROJECT/TASK PERSON START DATE/FINISH DATE
SUMMARY
STEP 1:
Verify completion of previous pages.
You should have finished all the other sections in the workbook before continuing any further.
STEP 2:
Identify your business plan audience.
What type of person are you intending to satisfy with this business plan? The summary should briefly address all the
major issues that are important to this person. Keep in mind that this page will probably be the first read by this
person. It is extremely important the summary be brief yet contain the information most important to the reader. This
section should make the reader want to read the rest of your plan.
STEP 3:
Write a one-page summary.
You will now need to write no more than a page summarizing all the previous work sheets you have completed.
Determine which sections are going to be most interesting to your reader. Write one to three sentences that
summarize each of the important sections.
These sentences should appear in the order of the sections of your business plan. The sentences must fit together to
form a summary and not appear to be a group of loosely related thoughts.
You may want to have several different summaries, depending on who will read the business plan.
INTERNATIONAL BUSINESS PLAN SUMMARY:
PREPARING AN EXPORT PRICE QUOTATION
Setting proper export prices is crucial to a successful international sales program; prices must be high enough to
generate a reasonable profit, yet low enough to be competitive in overseas markets. Basic pricing criteria - costs,
market demand, and competition - are the same for domestic and foreign sales. However, a thorough analysis of all
cost factors going into a cost, insurance and freight (CIF) quotation may result in prices that are different from
domestic ones.
"Marginal cost" pricing is the most realistic and frequently used pricing method. Based on a calculation of incremental
costs, this method considers the direct out-of-pocket expenses of producing and selling products for export as a floor
beneath which prices cannot be set without incurring a loss. There are important principles that should be followed
when pricing a product for export, summarized below.
COST FACTORS
In calculating an export price, be sure to take into account all the cost factors for which you, the exporter, are liable.
1. Calculate direct materials and labor costs involved in producing the goods for export.
2. Calculate your factory overhead costs, prorating the amount of overhead chargeable to your proposed
export order.
3. Deduct any charges not attributable to the export operation (i.e., domestic marketing costs, domestic legal
expenses), especially if export sales represent only a small part of total sales.
4. Add in the other out-of-pocket expenses directly tied to the export sales, such as:
5. travel expenses
6. catalogs, slide shows, video presentations
7. promotional material
8. export advertising
9. commissions
10. transportation expenses
11. packing materials
12. legal expenses*
13. office supplies*
14. patent and trademark fees*
15. communications*
16. taxes*
17. rent*
18. insurance*
19. interest*
20. provision for bad debts
21. market research
22. credit checks
23. translation costs
24. product modification
25. consultant fees
26. freight forwarder fees
*These items will typically represent the cost of the total operation, so be sure to prorate these to reflect only
the cost of producing the goods for export.
27. Allow yourself a realistic price margin for unforeseen costs, unavoidable risks, and simple mistakes that are
common in any new undertaking.
28. Also allow yourself a realistic profit or mark-up.
OTHER FACTORS TO CONSIDER
Market Demand - As in the domestic market, product demand is the key to setting prices in a foreign market. What
will the market bear for a specific product or service? What will the estimated consumer price for your product be in
each foreign market? If your prices seem out of line, try some simple product modifications to reduce the selling price,
such as simplification of technology or alteration of product size to conform to local market norms. Also keep in mind
that currency valuations alter the affordability of goods. A good pricing strategy should accommodate fluctuations in
currency.
Competition - As in the domestic market, few exporters are free to set prices without carefully evaluating their
competitor's pricing policies. The situation is further complicated by the need to evaluate the competition's prices in
each foreign market an exporter intends to enter. In a foreign market that is serviced by many competitors, an
exporter may have little choice but to match the going price or even go below it to establish a market share. If,
however, the exporter's product or service is new to a particular foreign market, it may be possible to set a higher
price than normally charged domestically.
QUOTE PREPARATION
An Export Costing Worksheet that may guide you in preparing export price quotations follows.
EXPORT COSTING WORKSHEET
Reference Information
1. Our Reference 2. Customer Reference
Customer Information:
3. Name 5. Cable Address
4. Address 6. Telex No.
7. Fax No.
Product Information: SIC Code:
8. Product 12. Dimensions ____ x____ x____
9. No.of Units 13. Cubic Measure ____ (sq.in.)
10. Net Weight (unit) 14. Total Measure
11. Gross Weight 15. H.S. No.

Product Charges:
16. Price (or cost) per unit ______ x units _____Total__________
17. Profit (or markup)
18. Sales Commissions
19. FOB FACTORY PRICE
Fees-Packing, Marking, Inland Freight:
20. Freight Forwarder
21. Financing Costs
22. Other charges
23. Export Packing
24. Labeling/Marking
25. Inland Freight to
26. Other charges (identify)
27. FOB, PORT CITY PRICE (EXPORT PACKED)
Port Charges/Document
28. Unloading (heavy lift)
29. Terminal
30. Other (identify)
31. Consular Document (if required)
32. Certificate of Origin (if required)
33. Export License (if required)
34. FAS VESSEL (OR AIRPLANE) PRICE

Freight
35. Based on ________ weight _________ measure
36. Ocean ___________ Air ____________
37. On Deck _________ Under Deck _____
38. Rate ____________ Minimum ________ Amount _________
Insurance
39. Coverage required _________________
40. Basis ___________ Rate____________ Amount _________
41. CIF, PORT OF DESTINATION PRICE
WORKSHEET
EXPORT PROGRAMS & SERVICES
This worksheet helps you identify organizational resources that can provide programs and services to assist you in
developing your international business plan and increase your export sales.
ORGANIZATIONS
________________________________________________________________
SERVICES
SBA USDOC SBDC Trade University World
Office Office Assoc CommCollege Trade
Ctr
_________________________________________________________________
Readiness to
Export
Assessment
_________________________________________________________________
Market Research
Studies
_________________________________________________________________
Counseling
_________________________________________________________________
Training Seminars
_________________________________________________________________
Education Programs
_________________________________________________________________
Publications
_________________________________________________________________
Export Guides
_________________________________________________________________
DataBanks
_________________________________________________________________
Trade Shows
_________________________________________________________________
Financing
_______________________________________
Chapter 2: Making the E-Commerce Connection

E-commerce has dramatically changed the business landscape and will continue to do so in ways that cannot be
predicted. E-commerce offers major advantages to the small business exporter. These include quick and easy
access to tremendous amounts of information, and the ability to sell goods and services virtually anywhere in the
world.
One can gather and review significant amounts of information in a fraction of the time it took before the Internet—the
vehicle responsible for e-commerce—was widely available. In addition, it is no longer essential for the buyer, seller
and distributor to be in the same geographic location. As Peter Drucker says in Managing in the Next Society, “E-
commerce does not merely master distance, it eliminates it. There is no reason why… the vendor has to be in any
particular place.”
For many small business owners already conducting e-commerce, these points are well known. But for those new to
the concept, this chapter will introduce a new way doing business and explain how you can use e-commerce to your
advantage.
Greg Norton, Vice President of Sales for Algonquin Studios (a web and enterprise software solution company),
shares his personal experience using e-commerce to facilitate an exporting venture: “The saying ‘perception is reality’
is particularly true in terms of the web. The more professional your site looks, usually accomplished by adding some
decent stock photography and a clean layout, the more credence the overseas buyer will put in your operation.”
Additionally, the web allows you to provide information in the native language of your target market relatively
inexpensively. Add in key words to your META tags (words that highlight what you do) and your site will be indexed
by search engines. Surprisingly, the initial investment is often less than the cost to translate and print a brochure. To
round out the whole package, tie in credit card processing through your site and you can simplify one of the most
complex issues for small exporters—getting paid. The effect of using the web for international business has been felt
in all aspects of the trading process—marketing, sales, fulfillment and payment.” A word of caution to start-up
exporters who plan online sales and the use of credit cards for E-Commerce. The unauthorized use of credit cards for
international payments is the fastest growing fraud in international commerce, reports NACM, the National
Association of Credit Managers. Since banks will have recourse to the seller when a stolen credit card was used for
payment, the potential for the loss is a factor to consider. Knowing your buyer is still the best practice but increasingly
services to handle the due diligence and payment are available to avoid a loss.
Since this publication is designed for use on-line, it is likely that you are familiar with the World Wide Web. However,
if you need information about computers, the Internet, e-mail or setting up your own website, your local Chamber of
Commerce and continuing/higher education organizations can provide assistance.
The Essentials: Phone System, Fax, E-mail and Website
At a minimum, your business should have an adequate telephone system and the ability to send and receive faxes.
Telephone features should also support worldwide communications and might include the ability to conference with
several parties at once. Adding one or more parties to a telephone call can be useful in closing a business deal.
Communications can be more effective when you, your overseas customer and your overseas agent can be linked by
a conference call. Another feature might include the ability to store and automatically dial the numbers you call most
frequently. Because overseas calls typically involve dialing at least 14 digits—a special prefix (usually 011) followed
by a country code, a city code and then the local number—automatic dialing can save you time, plus the need to look
up each number.
Voice Mail
Competition at the local level can be intense in countries where you plan to sell your product. Closing the time zone
gap between your U.S. office and your customer’s foreign location can give you a competitive advantage. Plus,
foreign prospects and customers should have the option of contacting you outside of normal business hours. Voice
mail or a personal answering service may accomplish this. To your benefit, voice mail systems can now respond in
several languages and guide callers to price quotes or service information even when your business is closed for the
day or weekend.
Note: you should be able to retrieve your messages from any place in the world.
Facsimile (Fax) Machines
To quickly deliver important documents to overseas customers and financial institutions, there is no substitute for a
fax machine. However, for simple communications purposes, the fax has become less important. E-mail is becoming
increasingly common around the world and often used instead of faxing. In addition, since software enables
computers to send and receive faxes, the need for a fax “machine” is limited. Note: because inbound computer faxes
are usually captured as photos, you can obtain optical character recognition (OCR) software to convert the text into a
computer-readable format. This will allow you to manipulate the text. If your signature is required, software can be
used to paste your signature onto a document to be faxed (since a signed fax may be just as valid as a hand-signed
document sent through the mail).
E-mail
Today, e-mail is the primary method many large businesses use to communicate internally as well as externally. It is
an inexpensive and expeditious way to stay in touch with employees, contractors, customers, agents, etc. E-mail is
very important since it is a method in which many of your customers may choose to correspond. If you decide to sell
your product or service exclusively on the web, it will be an essential means of communication for everyone with
whom you do business.
Website
A website can be an inexpensive and highly effective way to market your product or service globally. Before
developing a site, however, you need to be aware of regulations and technical details that may affect the ability of
potential customers to view your site. In addition, certain technical methods used to build websites may help or hinder
others in their attempt to locate your site using search engines.
When designing a website, it is generally true that “less is more.” Numerous images, for example, can make a site
attractive but time consuming to download. When designing your site, make sure that people with a variety of
computer capabilities can easily access your site. A site that takes a long time to download will turn people away.
Images are not the only thing that should be limited. The text should be concise, well organized and designed to
make it easy for visitors to find what they are looking for. Contact information and links should allow the visitor to
quickly find more information. Language accessibility is another point to consider. It is important to offer information in
the language of each country where you plan to export. This also is true for the website.
Personal Computers, the Internet and Software Power
In a small firm, a basic personal computer (PC) with high-speed Internet access will meet most of your business
needs. By having the following PC system basics, the small business exporter should feel confident that he or she
has the essential tools needed to operate effectively:
 Word-processor
 Spreadsheet software
 Database management
 E-mail software
 Contact management software that maintains contacts (e.g., electronic rolodex) and keeps a history of
communications (a very effective system will allow you to view customer information on-screen while
speaking on the phone)
 Antivirus software that scans e-mail and files to prevent computer corruption
 Firewalls to prevent unauthorized communication to and from your PC
 Accounting
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Marketing
Marketing products and services through the Internet can be relatively easy, especially for small businesses with
limited resources. There is a low cost of entry and your marketing plan can range from a simple brochure to a full-
blown e-commerce website.
Export-Focused On-Line Services
Trade leads from international companies seeking to buy or represent U.S. products are gathered by the United
States and Foreign Commercial Service officers worldwide and are available from the U.S. Department of Commerce
(DOC) (www.export.gov). The SBA offers information on managing and expanding your business, software for small
businesses and gateways to other online services.
The International Trade Data Network® (ITDN) (www.itdn.net) provides access to export, import and other trade-
related information. From current events to comprehensive country, industry and market reports, ITDN has been a
nationally recognized aggregation and distribution leader for years. The ITDN is a non-profit, data multiplier that
provides the business community with the timely, detailed market intelligence needed to become competitive in the
global arena.
Electronic Banking
Your computer can expedite the financial tasks of your export business. Banks often provide electronic access to
your account balances and statements, and can e-mail letters of credit, collection on consignment agreements and
wire transfer acknowledgments directly to you. In addition, many accounting packages interact with on-line banking
services.
Electronic Data Interchange
Electronic Data Interchange (EDI) is the electronic transfer of transaction information from computer to computer in
an agreed-upon standard format. It is designed for very specific use and may benefit your business. EDI is most
useful when information exchanged is fully integrated into your order-entry, delivery and inventory systems. Because
EDI allows you to forego entering information manually, a number of common mistakes can be avoided and valuable
time can be saved. If your communications resources are limited, service bureaus can handle EDI for you.
Tracking Shipments Electronically
Most air express companies now offer the ability to track your shipments on line. With the click of a mouse, you can
see where your shipment is located, when it was delivered, whether it was delayed in customs and who received the
shipment. Freight forwarders and trucking companies also benefit from electronic tracking as they move goods and
services across international borders.
The E-Commerce World
While e-commerce has vastly expanded the opportunities for small business exporters, it is important to keep in mind
that there are varying levels of technical ability throughout the world. For example, a web-based marketing plan that
works well in the UK may not be viable in certain developing countries due to lack of technical infrastructure. With this
in mind, you will need to identify the best export markets to pursue. Chapter 3, “Identifying International Markets,” will
help you achieve this.
Chapter 3: Identifying International Markets

To succeed in exporting, you must first identify the most profitable international markets for your products or services.
Without proper guidance and assistance, however, this process can be time consuming and costly -- particularly for a
small business.
The U.S. federal government, state governments, trade associations, exporters' associations and foreign
governments offer low-cost and easily accessible resources to simplify and speed your foreign market research. This
chapter describes those resources and how to use them.
FEDERAL GOVERNMENT RESOURCES
Many government programs and staff are dedicated to helping you, the small business owner, assess whether your
product or service is ready to compete in a foreign market.
The U.S. Small Business Administration
Many new-to-export small firms have found the counseling services provided by the SBA's Service Corps of Retired
Executives (SCORE) particularly helpful. Through your local SBA District office, you can gain access to more than
850 SCORE volunteers with experience in international trade.
"Our SCORE counselor is really like a big brother to us and our company," says Jim Hadzicki, Vice-President of San
Diego-based Revolution Kites, a recreational kite manufacturer. Exports now account for 24 percent of their sales in
just three years. "I recently went on a trip to Tokyo to line up a distributorship. Our SCORE counselor helped me list
our objectives, what I was to do and ask about and even told me what gift I should take to the Japanese
representative," says Hadzicki.
Two other SBA-sponsored programs are available to small businesses needing management and export advice:
Small Business Development Centers and Small Business Institutes affiliated with colleges and universities
throughout the United States:
Small Business Development Centers (SBDCs) offer counseling, training and research assistance on all aspects of
small business management. The Small Business Institute (SBI) program provides small business owners with
intensive management counselling from qualified business students who are supervised by faculty. SBIs provide
advice on a wide range of management challenges facing small businesses -- including finding the best foreign
markets for particular products or services.
The U.S. Department of Commerce

The U.S. Department of Commerce's (DOC) International Trade Administration (ITA) is a valuable source of advice
and information. In ITA offices throughout the country international trade specialists can help you locate the best
foreign markets for your products. Oklahoma exporter OK-1 Manufacturing Co. has found the foreign market research
available through the ITA extremely useful:
"The Oklahoma District ITA office prepared a market research study to determine whether we should export our
fitness accessory items to Japan," says Sherry Teigen, OK-1 Manufacturing Co. export manager. Today, the
company exports to Japan in addition to 20 other countries. Since it began exporting, the company staff has grown by
75 and Sherry's husband, OK-1's President, Roger Teigen, won the 1991 SBA Exporter of the Year award.
District Export Councils (DECs) are another useful ITA-sponsored resource. The 51 District Export Councils located
around the United States are comprised of 1,800 executives with experience in international trade who volunteer to
help small businesses export. Council members come from banks, manufacturing companies, law offices, trade
associations, state and local agencies and educational institutions. They draw upon their experience to encourage,
educate, counsel and guide potential, new and seasoned exporters in their individual marketing needs.
The United States and Foreign Commercial Service (US&FCS) helps U.S. firms compete more effectively in the
global marketplace with trade specialists in 69 United States cities and 70 countries worldwide. US&FCS offices
provide information on foreign markets, agent/distributor location services, trade leads and counseling on business
opportunities, trade barriers and prospects abroad.
The United States Department of Agriculture
If you have an agricultural product, you should investigate the U.S. Department of Agriculture's (USDA) Foreign
Agricultural Service (FAS). With posts in 80 embassies and consulates worldwide, the FAS can obtain specific
overseas market information for your product. The FAS also maintains sector specialists in the United States to
monitor foreign markets for specific U.S. agricultural products.
Most state commerce and economic development offices have international trade specialists to assist you. Many
states have trade offices in overseas markets. Dial Tool and Manufacturing of Franklin Park, Illinois, found the Illinois
State office in Hong Kong very helpful:
After visiting the Illinois State office in Hong Kong, Dial Tool and Manufacturing President Steve Pagliuzza reports
that he was able to sign on sales reps for his company's metal stamping equipment: "My state office in Hong Kong
gave me several names of potential reps. We eventually signed them on and are now successfully exporting to Asia,
in addition to Europe, Canada and Mexico. In four years, 15-20 percent of our sales now come from exporting."
Port Authorities are a wealth of export information. Although traditionally associated with transportation services,
many port authorities around the country have expanded their services to provide export training programs and
foreign-marketing research assistance. For example, the New York-New Jersey Port Authority provides extensive
services to exporters including XPORT, a full-service export trading company.
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PRIVATE SECTOR RESOURCES
In addition to government-supported resources, private sector organizations can also provide invaluable assistance.
Exporters' Associations
World Trade Centers, import-export clubs and organizations such as the American Association of Exporters and
Importers and the Small Business Exporter's Association can aid in your foreign market research.
Trade Associations
The National Federation of International Trade Associations lists over 150 organizations in the U.S. to help new-to-
export small businesses enter international markets. Many of these associations maintain libraries, databanks and
established relationships with foreign governments to assist in your exporting efforts.
More than 5,000 trade and professional associations currently operate in the United States; many actively promote
international trade activities for their members.
The Telecommunications Industry Association is just one association which leads frequent overseas trade missions
and monitors the pulse of foreign market conditions around the globe. Whatever your product or service, a trade
association probably exists that can help you obtain information on domestic and foreign markets.
Chambers of Commerce, particularly state chambers, or chambers located in major industrial areas, often employ
international trade specialists who gather information on markets abroad.
HOW TO GATHER FOREIGN MARKET RESEARCH
Now that you know where to begin your research, you should next identify the most profitable foreign markets for
your products or services.
You will need to:
 classify your product;

 find countries with the largest and fastest growing markets for your product;
 determine which foreign markets will be the most penetrable;
 define and narrow those export markets you intend to pursue;
 talk to U.S. customers doing business internationally;
 research export efforts of U.S. competitors.
Classifying your product
The Standard Industrial Classification (SIC) code is the system by which the United States government classifies its
goods and services. Knowing the proper code for your product or service can be useful in collecting and analyzing
data available in the United States.
Data originating from outside the United States -- or information available from international organizations -- are
organized under the Standard International Trade Classification (SITC) system, which may assign a different code to
your product or service.
Another method of classifying products for export is the Harmonized System (HS). Knowing the HS classification
number, the SIC and the SITC codes for your product is essential to obtaining domestic and international trade and
tariff information. DOC and USDA trade specialists can assist in identifying the codes for your products. The United
States Bureau of the Census (USBC) can help identify the HS number for your product.
Finding countries with the largest and fastest growing markets for your product
At this stage of your research, you should consider where your domestic competitors are exporting. Trade
associations can often provide data on where companies in a particular industry sector are exporting their products.
The three largest markets for U.S. products are Canada, Japan and Mexico. Yet these countries may not be the
largest markets for your product.
Three key United States government databases can identify those countries which represent significant export
potential for your product: SBA's Automated Trade Locator Assistance System (SBAtlas), Foreign Trade Report
FT925 and the U.S. Department of Commerce's National Trade Data Bank (NTDB).
SBA's Automated Trade Locator Assistance System (SBAtlas) is offered only by the U.S. Small Business
Administration and provides current market information to SBA clients on world markets suitable for their products
and services. This valuable research tool supplies small business exporters with information about where their
products are being bought and sold and which countries offer the largest markets. The Country Reports detail
products imported and exported by various foreign nations. Data are supplied by the DOC's USBC and member
nations of the United Nations. This information can be obtained through a SCORE counselor at the SBA District and
Regional Offices and at SBDCs and SBIs. This service is free to requesting small businesses.
Foreign Trade Report FT925 gives a monthly country-specific breakdown of imports and exports by SITC number.
Available by subscription from the Government Printing Office, the FT925 can also be obtained through DOC ITA
offices.
The National Trade Data Bank (NTDB) contains more than 100,000 U.S. government documents on export promotion
and international economic information. With the NTDB, you can conduct databank searches on country and product
information. NTDB can be purchased by subscription and used with a CD-ROM reader, or can be used at Federal
libraries throughout the United States. DOC ITA offices will also conduct specific NTDB searches to meet your foreign
market research needs.
Once you learn which are the largest markets for your products, determine which are the fastest growing markets.
Find out what demographic patterns and cultural considerations will affect your market penetration.
Several publications provide geographic and demographic statistical information pertinent to your product: The World
Factbook, produced by the Central Intelligence Agency; World Population, published by DOC's USBC; The World
Bank Atlas, available from the World Bank; and the International Trade Statistics Yearbook of the United Nations.
Volume Two of this U.N. publication (available at many libraries) lists international demand for commodities over a
five-year period.
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DETERMINING THE MOST PENETRABLE MARKETS
Once you have defined and narrowed a few prospective foreign markets for your product, you will need to examine
them in detail. At this stage you should ask the following questions:
 how does the quality of your product or service compare with that of goods already available in your target
foreign markets?
 is your price competitive in the markets you are considering?
 who are your major customers?
Answering these questions may seem overwhelming at first, but many resources are available to help you select
which foreign markets are most conducive to selling your product.
The DOC's ITA can link you with specific foreign markets. ITA offices are part of the US&FCS and communicate
directly with FCS officers working in United States Embassies worldwide.
FCS staff and in-country market research firms produce in-depth reports on selected products and industries that can
answer many of your questions regarding foreign market penetration.
One small business exporter who regularly uses foreign market information obtained through the DOC's US&FCS is
Fabri-Quilt Inc. of North Kansas City, Missouri.
According to Fabri-Quilt President Lionel Kunst, "When I decide to enter a foreign market, the Commerce Department
ITA office in Missouri sends information on my company to the Foreign Commercial Service Officer in the country
where I want to export. They send me back information on that particular country and even make appointments for
me when I decide to visit the market myself." Of the product line Fabri-Quilt exports, 25 percent of their sales can be
attributed to exporting.
You can also order a comparison shopping service report through ITA district offices. The report is a low-cost way to
conduct research without having to leave the United States.
SBA's and DOC's Export Legal Assistance Network (ELAN) provides new exporters with answers to their initial legal
questions. Local attorneys volunteer, on a one-time basis, to counsel small businesses to address their export-related
legal questions. These attorneys can address questions pertaining to contract negotiations, licensing, credit
collections procedures and documentation. There is no charge for this one-time service, available through SBA or
DOC district offices.
Trade Opportunities Program (TOPs) of the DOC can furnish U.S. small businesses with trade leads from foreign
companies that want to buy or represent their products or services. These trade leads are available in both electronic
or printed form from the DOC. Participating companies must pay a modest fee to gain access to this service.
Other important issues about the target foreign markets you should explore are:
 political risk considerations,

 the cultural environment, and
 whether any product modifications, such as packaging or labelling, will make the product more "exportable."
One U.S. poultry producer discovered it had to modify its product to make it more palatable to Japanese consumers:
Atlanta-based Gold Kist Inc. found that, to be successful in Japan, they needed to cut and package their chicken
parts to meet Japanese consumer preferences. That change required substantial modification in Gold Kist's
operations. The alteration paid off: Gold Kist's Don Sands reports, "In 1988, we shipped 5.3 million pounds of poultry
to Japan, 9 million in 1989 and 12 million in 1990."
Identifying market-specific issues is easily accomplished by contacting foreign government representatives in the
United States. Commercial posts of foreign governments located within embassies and consulates can assist you in
obtaining specific market and product information.
American Chambers of Commerce (AmChams) abroad can also be an invaluable resource. As affiliates of the United
States Chamber of Commerce, 61 AmChams, located in 55 countries, collect and disseminate extensive information
on foreign markets. While membership fees are usually required, the small investment can be worth it for the
information received.
Another fundamental question to ask country-specific experts is what market barriers, such as tariffs or import
restrictions (sometimes referred to as non-tariff barriers), exist for your product? Specialists at U.S. Trade
Representative (USTR) should be consulted on trade barriers.
Tariffs are taxes imposed on imported goods. In many cases, tariffs raise the price of imported goods to the level of
domestic goods. Often tariffs become barriers to imported products because the amount of tax imposed makes it
impossible for exporters to profitably sell their products in foreign markets.
Non-tariff barriers are laws or regulations that a country enacts to protect domestic industries against foreign
competition. Such non-tariff barriers may include subsidies for domestic goods, import quotas or regulations on
import quality.
To determine the rate of duty, you will need to identify the Harmonized Tariff section which corresponds to the
product you wish to export. Each country has its own schedule of duty rates corresponding to the section of the
Harmonized System of Tariff Nomenclature, I-XXII.
DEFINING WHICH MARKETS TO PURSUE
Once you know the largest, fastest growing and most penetrable markets for your product or service, you must then
define your export strategy.
Do not choose too many markets. For most small businesses, three foreign markets will be more than enough,
initially. You may want to test one market and then move on to secondary markets as your "exportise" develops.
Focusing on regional, geographic clusters of countries can also be more cost effective than choosing markets
scattered around the globe.
After you have identified the best export markets, your next step will be to determine the best way to distribute your
product abroad. Chapter 3, "Market Entry," discusses distribution metho
Chapter 4 - Foreign Market Entry

Having determined the best international markets for your products, you now need to evaluate the most profitable
way to get your products to potential customers in these markets.
There are several methods of foreign market entry including exporting, licensing, joint venture and off-shore
production. The method you choose will depend on a variety of factors including the nature of your particular product
or service and the conditions for market penetration which exist in the foreign target market.
Exporting can be accomplished by selling your product or service directly to a foreign firm, or indirectly, through the
use of an export intermediary, such as a commissioned agent, an export management or trading company.
International joint ventures can be a very effective means of market entry. Joint ventures overseas are often
accomplished by licensing or off-shore production. Licensing involves a contractual agreement whereby you assign
the rights to distribute or manufacture your product or service to a foreign company. Off-shore production requires
either setting up your own facility or sub-contracting the manufacturing of your product to an assembly operator.
Licensing and off-shore production are discussed in Chapter 7, "Strategic Alliances and Foreign Investment
Opportunities."
EXPORTING
Of the various methods of foreign market entry, exporting is most commonly used by small businesses. Start-up costs
and risks are limited, and profits can be realized early on.
There are two basic ways to export: direct or indirect. The direct method requires your company to find a foreign
buyer and then make all arrangements for shipping your products overseas. If this method seems beyond the scope
of your business' in-house capabilities at this time, do not abandon the idea of exporting. Consider using an export
intermediary:
American Cedar, Inc., a Hot Springs, Arkansas, producer of cedar products reports that 30 percent of its product
sales now comes from exporting: "We displayed our products at a trade show, and an export management company
found us. They helped alleviate the hassles of exporting directly. Our products are now being distributed throughout
the European Community from a distribution point in France," says American Cedar President Julian McKinney.
INDIRECT EXPORTING
Many small businesses like American Cedar have been exporting indirectly by using an export intermediary. There
are several kinds of export intermediaries you should consider.
Commissioned agents
Commissioned agents act as "brokers," linking your product or service with a specific foreign buyer. Generally, the
agent or broker will not fulfill the orders, but rather will pass them to you for your acceptance. However, they may
assist, in some cases, with export logistics such as packing, shipping and export documentation.
Export Management Companies (EMCs)

EMCs act as your "off-site" export department, representing your product -- along with the products of other
companies -- to prospective overseas purchasers. The management company looks for business on behalf of your
company and takes care of all aspects of the export transaction. Hiring an EMC is often a viable option for smaller
companies that lack the time and expertise to break into international markets on their own.
EMCs will often use the letterhead of your company, negotiate export contracts and then provide after-sales support.
EMCs may assist in arranging export financing for the exporters but they do not generally assure payment to the
manufacturers. Some of the specific functions an EMC will perform include:
 conducting market research to determine the bestforeign markets for your products;
 attending trade shows and promoting your productsoverseas;
 assessing proper distribution channels;
 locating foreign representatives and/or distributors;
 arranging export financing;
 handling export logistics, such as preparing invoices,arranging insurance, customs documentation, etc.; and
 advising on the legal aspects of exporting and othercompliance matters dealing with domestic and foreign
trade regulations.
EMCs usually operate on a commission basis, although some work on a retainer basis and some take title to the
goods they sell, making a profit on the markup. It is becoming increasingly common for EMCs to take title to goods.
Export Trading Companies (ETCs)
ETCs perform many of the functions of EMCs. However, they tend to be demand-driven and transaction-oriented,
acting as an agent between the buyer and seller. Most trading companies source U.S. products for their overseas
buyers. If you offer a product that is competitive and popular with the ETC buyers, you are likely to get repeat
business. Most ETCs will take title to your goods for export and will pay your company directly. This arrangement
practically eliminates the risks associated with exporting for the manufacturer.
ETC Cooperatives
ETC cooperatives are United States government-sanctioned co-ops of companies with similar products who seek to
export and gain greater foreign market share. Many agricultural concerns have benefited from ETC cooperative
exporting, and many associations have sponsored ETC cooperatives for their member companies. The National
Machine Tool Builders' Association, the Outdoor Power Equipment Institute and the National Association of Energy
Service Companies are a few examples of associations with ETC co-ops. Check with your particular trade
association for further information.
The Export Trading Company Act of 1982
This legislation encourages the use and formation of EMCs/ETCs by changing the antitrust and banking
environments under which these companies operate. The Act increases access to export financing by permitting
bank holding companies to invest in ETCs and reduces restrictions on trade finance provided by financial institutions.
Under the Act, banks are allowed to make equity investments in qualified ETCs.
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Foreign Trading Companies
Some of the world's largest trading companies are located outside the United States. They can often be a source of
export opportunity. U.S. & Foreign Commercial Service (US&FCS) representatives in embassies around the world
can tell you more about trading companies located in a given foreign market.
Exporting through an Intermediary -- Factors to Consider
Working with an EMC/ETC makes sense for many small businesses. The right relationship, if structured properly, can
bring enormous benefits to the manufacturer, but no business relationship is without its potential drawbacks. The
manufacturer should carefully weigh the pros and cons before entering into a contract with an EMC/ETC. Some
advantages include:
 Your product gains exposure in international markets --with little or no commitment of staff and resources
from your company.
 The EMC/ETC's years of experience and well-establishednetwork of contacts may help you to gain faster
access to international markets than you could through establishing a relationship with a foreign-based
partner.
 Using an intermediary lowers or eliminates your exportstart-up costs, and, therefore, the risks associated
with exporting. You can negotiate your contract with an EMC so that you pay nothing until the first order is
received.
 Your intermediary will guide you through the exportprocess step-by-step. Over time, you will develop your
own export skills.
Some disadvantages of exporting through an intermediary include:
 You lose some control over the way in which yourproduct is marketed and serviced. Your company's image
and name are at stake. You will want to incorporate any concerns you may have into your contract, and you
will want to monitor closely the activities and progress of your intermediary.
 You may lose part of your export-sales profit margin bydiscounting your price to an intermediary. However,
you may find that the economies of scale realized through increased production offset this loss.
 Using an intermediary can result in a higher pricebeing passed on to the overseas buyer or end-user. This
may or may not affect your competitive position in the market. The issue of pricing should be addressed at
the outset.
Export Merchants/Export Agents
Export merchants and agents will purchase and then re-package products for export, assuming all risks and selling to
their own customers. This export intermediary option should be considered carefully, as your company could run the
risk of losing control over your product's pricing and marketing in overseas markets.
Piggyback Exporting
Allowing another company, which already has an export distribution system in place, to sell your company's product
in addition to its own is called "piggyback" exporting.
Piggyback exporting has several advantages. This arrangement can help you gain immediate foreign market access.
Also, all the requisite logistics associated with selling abroad are borne by the exporting company. Oklahoma-based
DP Manufacturing's winches were attached to another product and sold abroad by another company. DP
Manufacturing now handles its own exports and reports that 15 percent of its sales comes from international markets.
How to Find Export Intermediaries
Small businesses often report that intermediaries find them -- at trade fairs and through trade journals where their
products have been advertised -- so it can often pay to get the word out that you are interested in exporting.
One way to begin your search for a U.S.-based export intermediary is in the Yellow Pages of your local phone
directory. In just a few initial phone calls, you should be able to determine whether indirect exporting is an option you
want to pursue further.
The National Association of Export Companies (NEXCO) and the National Federation of Export Associations (NFEA)
are two associations that can assist in your efforts to find export intermediaries. The Directory of Leading Export
Management Companies is another useful source (see Part II, The ExporterÕs Directory).
DOC's Office of Export Trading Company Affairs (OETCA) can also assist in providing information on how to locate
ETCs and EMCs, as well as ETC cooperatives in the U.S. The office, under a joint public/private partnership,
compiles the Export Yellow Pages, which provides the names and addresses of EMCs/ETCs, as well as other export
service companies, such as banks and freight forwarders. Manufacturers, or producers, can also be listed in the
guide free of charge; 50,000 copies are distributed worldwide annually. Contact your local U.S. Department of
Commerce district office for information on being listed or for a free copy of the directory.
Locating the best export intermediary to represent you overseas is important. Do your homework before signing an
agreement.
DIRECT EXPORTING
While indirect exporting offers many advantages, direct exporting also has its rewards: although initial outlays and the
associated risks are greater, so too can be the profits.
California exporter Bayley Suit, Inc. reports that 80 percent of its sales come from exporting. The company president
says that "40 percent of sales come from the Pacific Rim and 40 percent from the UK and Europe. In just a few years,
exports have pushed our gross sales from $1 million to $4 million."
Direct exporting signals a commitment on the part of company management to fully engage in international trade. It
may require that you dedicate a staff person or even several personnel to support your export efforts, and company
management may have to travel abroad frequently.
Selling directly to an international buyer means that you will have to handle the logistics of moving the goods
overseas. But, as the case of Ekegard, Inc. reveals, the extra efforts can pay off:
Using agents based in Pakistan and Thailand, Iowa-based Ekegard, Inc. states that 80 percent of its sales now come
from exporting -- quite an achievement in just three years. According to Ekegard President Janne Ekstam, "Exporting
helps to offset fluctuations in the United States economy."
Different Approaches to Direct Exporting
Sales Representatives/Agents
Like manufacturers' representatives in the United States, foreign-based representatives or "agents" work on a
commission basis to locate buyers for your product. Your representative most likely will handle several
complementary, but non-competing product lines. An agent is, generally, a representative with authority to make
commitments on behalf of your firm. Be careful, therefore, about using the terms interchangeably. Your agreement
should specify whether the agent/rep. has legal authority to obligate the firm.
Distributors
Foreign distributors, in comparison, purchase merchandise from the U.S. company and re-sell it at a profit. They
maintain an inventory of your product, which allows the buyer to receive the goods quickly. Distributors often provide
after-sales service to the buyer.
Your agreement with any overseas business partner -- whether a representative, agent or distributor -- should
address whether the arrangement is exclusive or non-exclusive, the territory to be covered, the length of the
association, and other issues. (See Chapter Four, The Export Transaction, for additional information on negotiating
agent/distributor agreements.)
Kansas-based Airparts Companies has been extremely successful using overseas distributors:
"We employ 1,200 distributors worldwide," says Marta E. Maxwell, president of Airparts Companies, Inc. of Wichita,
Kansas. With over $13 million in sales and 38 employees, Maxwell attributes 70 percent of her sales to exporting.
Finding overseas buyers for your products need not be more difficult than locating a representative here in the United
States. It may require, however, an investment of time and resources to travel to your target market to meet face-to-
face with prospective partners. One way to identify those interested in your product is to tap the DOC's
Agent/Distributor Service. This program provides a customized search to identify agents, distributors and
representatives for United States products based on the foreign companies' examination of the United States product
literature.
"The Commerce Department Agent/Distributor Search located a distributor for us in India, and we've had a good
working relationship for three years," says Shirley Wright, a representative of the Wisconsin biotechnology firm
Promega. Promega derives more than 30 percent of its sales from exporting.]
Other sources of leads to find foreign agents and distributors are trade associations, foreign chambers of commerce
in the United States and American chambers of commerce located in foreign countries. Many publications can be
useful. The Standard Handbook of Industrial Distributors lists agents and distributors in more than 90 countries. The
Manufacturers' Agents National Association also has a roster of agents in Europe (see Part II, The Exporter's
Directory).
Foreign government buying agents
Foreign government agencies or quasi-governmental agencies are often responsible for procurement. In some
instances, countries require an in-country agent to access these procurement opportunities. This can often represent
significant export potential for U.S. companies, particularly in markets where U.S. technology and know-how are
valued. Foreign country commercial attaches in the United States can provide you with the appropriate in-country
procurement office. Retail Sales
If you produce consumer goods, you may be able to sell directly to a foreign retailer. You can either hire a sales
representative to travel to your target market with your product literature and samples and call on retailers, or you can
introduce your products to retailers through direct-mail campaigns. The direct-marketing approach will save
commission fees and travel expenses. You may want to combine trips to your target markets with exploratory visits to
retailers. Such face-to-face meetings will reinforce your direct marketing.
Direct Sales to End-User
Your product line will determine whether direct sales to the end-user are a viable option for your company. A
manufacturer of medical equipment, for example, may be able to sell directly to hospitals. Other major end-users
include foreign governments, schools, businesses and individual consumers.
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HOW TO FIND BUYERS
Advertise in Trade Journals

Many small businesses report that foreign buyers often find them. An ad placed in a trade journal or a listing in the
DOC's Commercial News USA can often yield innumerable inquiries from abroad. Commercial News USA is a
catalog-magazine featuring U.S. products and distributed to 125,000 business readers in over 140 countries around
the world and to over 650,000 Economic Bulletin Board users in 18 countries. Fees vary with the size of the listing.
Many U.S. companies have had enormous success in locating buyers through this vehicle:
"When overseas buyers contacted us we were thrilled," says Maryland's Marine Enterprises Vice President Brenda
Dandy, discussing the results of a listing her company bought in Commercial News USA. Exports now represent 20
percent of Marine Enterprises' sales.
Participate in Catalog and Video/Catalog Exhibitions
Catalog and Video/Catalog exhibitions are another low-cost means of advertising your product abroad. Your products
are introduced to potential partners at major international trade shows -- and you never have to leave the United
States. For a small fee, the US&FCS officers in embassies show your catalogs or videos to interested agents,
distributors and other potential buyers.
A number of private sector publications also offer U.S. companies the opportunity to display their products in catalogs
sent abroad. A few include Johnston International's Export Magazine, The Journal of Commerce and the Thomas
Publishing Company's American Literature Review.
Pursue Trade Leads
Rather than wait for potential foreign customers to contact you, another option is to search out foreign companies
looking for the particular product you produce. Trade leads from international companies seeking to buy or represent
U.S. products are gathered by US&FCS officers worldwide and are distributed through the DOC's Economic Bulletin
Board. There is a nominal annual fee and a connect-time charge. The leads also are published daily in The Journal of
Commerce under the heading, "Trade Opportunities Program" and in other commercial news outlets.
Another source of trade leads is the World Trade Centers (WTC) Network, where you can advertise your product or
service on an electronic bulletin board transmitted globally.
If your product is agricultural, the U.S. Department of Agriculture (USDA) Foreign Agricultural Service (FAS)
disseminates trade leads collected by their 80 overseas offices. These leads may be accessed through the AgExport
FAX polling system, the AgExport Trade Leads Bulletin, The Journal of Commerce or on several electronic bulletin
boards.
Exhibit at Trade Shows
Trade shows also are another means of locating foreign buyers. DOC's Foreign Buyer Program certifies a certain
number of U.S. trade shows each year. Foreign buyers are actively recruited by DOC commercial officers, and
special services -- such as meeting areas and translators -- are provided to encourage and facilitate private business
discussions.
International trade shows are another excellent way to market your product abroad. Many U.S. small businesses find
that going to a foreign trade show once just is not enough:
"You have to hang in there," said Allen-Edmonds Shoe Corporation President John Stollenwerk. "In the beginning, in
many countries where we displayed our products at foreign trade shows, we saw no results. But gradually people
began to take our product, American made shoes, seriously.
We market our shoes as `the world's finest.' That's one way American companies can compete." Twelve percent of
Wisconsin-based Allen-Edmonds sales are derived from exporting.
Through a certification program DOC also supports about 80 international fairs and exhibitions held in markets
worldwide. U.S. exhibitors receive pre- and post-event assistance. The USDA FAS sponsors about 15 major shows
overseas each year.
Participate in Trade Missions
Participating in overseas trade missions is yet another way to meet foreign buyers. Public/private trade missions are
often organized cooperatively by federal and state international trade agencies and trade associations. Arrangements
are handled for you so that the process of meeting prospective partners or buyers is simplified.
Matchmaker Trade Delegations are DOC-sponsored trade missions to select foreign markets. Your company is
matched carefully with potential agents and distributors interested in your product. Tennessee-based Shaffield
Industries, a futon manufacturer, reaped excellent returns as a result of a 1991 Matchmaker trade mission to Asia:
"I was especially surprised at the high-level of appointments scheduled for us during the Matchmaker trade mission.
Each was a true prospect," stated David Goff, comptroller for Shaffield Industries. As a result of the mission, his
company negotiated the sale of three containers of his product to South Korea and two containers to Taipei.
Being properly prepared for the kinds of inquiries you might encounter on overseas trade missions is important. The
SBA offers pre-mission training sessions through its district offices and the SCORE program. Contact your local SBA
office for a schedule of upcoming "How to Participate Profitably in Trade Missions" seminars.
Contact Multilateral Development Banks
In developing countries, large infrastructure projects are often funded by multilateral development banks such as the
World Bank, the African, Asian, Inter-American Development Banks and the European Bank for Reconstruction and
Development.Multilateral development bank (MDB) projects often represent extensive opportunities for U.S. small
businesses to compete for project work. DOC estimates that MDB projects could amount to at least $15 billion dollars
in export contracts for United States businesses.
One U.S. small business that successfully entered the international marketplace by bidding on a World Bank project
is DSI of Poestenkill, New York:
"As a result of World Bank loans to the People's Republic of China, DSI received over $1 million dollars in contracts
for laboratory equipment," reports DSI President Dave Ferguson. Exports now account for 60-70 percent of DSI's
business.
Development bank projects can be an excellent way to start exporting. Many U.S. small business exporters have
benefited from large MDB projects through subcontracting awards from larger corporations.
A list of MDBs is included in Part II, The Exporter's Directory. From their Washington, D.C. headquarters, many MDBs
hold monthly seminars to acquaint businesses with the MDB procurement process. Additionally, the DOC's Office of
Major Projects can be of assistance in identifying contracting and subcontracting opportunities.
QUALIFYING POTENTIAL BUYERS OR REPRESENTATIVES
Once you locate a potential foreign buyer or representative, the next step is to qualify them by reputation and
financial position. First, obtain as much information as possible from the company itself. Here are a few sample
questions you will want to ask:
 What is the company's history and what are the qualifications and backgrounds of the principal officers?
 Does the company have adequate trained personnel, facilities, resources to devote to your business?
 What is their current sales volume?
 What is the size of their inventory?
 How will they market your product (retail, wholesale or direct)?
 Which territories or areas of the country do they cover?
 Do they have other U.S. or foreign clients? Are any of these clients your competitors? It is important to
obtain references from several current clients.
 What types of customers do they serve?
 Do you publish a catalogue?
 What is their sales force?
When you have this background information and are comfortable about proceeding, then obtain a credit report about
their financial position. DOC's World Trade Data Reports (WTDRs), available from your local District ITA Office, are
compiled by US&FCS officers. A WTDR can usually provide an in-depth profile of the prospective company you are
investigating.
There are also several commercial services for qualifying potential partners, such as Dun & Bradstreet's Business
Identification Service and Graydon reports. U.S. banks and their correspondent banks or branches overseas, and
foreign banks located in the United States can provide specific financial information.
In this chapter we have discussed methods of market entry, how to find potential foreign buyers and representatives
and how to qualify whom you will be doing business with overseas. Advance market research and preparation is the
best way for a small business to define a potential export market.
The next question that needs to be explored involves how to accomplish the business of exporting -- that is, how the
deal should be structured, the topic of Chapter 5, "The Export Transaction."
Chapter 5 - The Export Transaction

Pricing
Pricing products to be competitive in international markets can be a challenge; pricing that works in one market may
be totally uncompetitive in another. Although there is no one formula for establishing prices for exported products,
there are a number of strategic and technical considerations that you can make in order to determine an appropriate
pricing structure.
A pricing strategy is a key component of your export marketing plan. The selected pricing structure should be an
integral part of your market penetration objectives. Your goals will vary depending on the target overseas market. Are
you entering the market with a new or unique product?
Are you selling excess or obsolete products? Can your product demand a higher price because of brand recognition
or superior quality? Maybe you are willing to reduce profits to gain market share for long-term growth. Your pricing
decisions will be affected by your company's goals.
It is important to obtain as much information as possible on local market prices as part of your market research.
Pricing information can be collected in several ways. One source is overseas distributors and agents of similar
products of equivalent quality. When feasible, traveling to the country where your products will be sold provides an
excellent opportunity to gather pricing information. U.S. Department of Commerce (DOC) can also assist in
determining appropriate prices through its Customized Sales Survey.
Joseph S. Brown III, President of Bruce Foods Corp., obtained pricing information for food products sold in overseas
markets using the Commerce Department's Customized Sales Survey. Although exporting since 1946, Brown is
constantly on the look-out for new markets for his products: "We now export to 75 countries," the Louisiana business
owner says.
To compile the Customized Sales Survey, DOC's US&FCS research specialists in the target country interview
importers, distributors, retailers, wholesalers, end-users and local producers of comparable products. They also
inspect similar products on the market. Your customized report, available for a fee, is usually completed within 45
days.
Marketing Your Product
To successfully market a product in a domestic market, the manufacturer must take into consideration consumer
preference, industry standards, correct labelling and other consumer-driven considerations.
When entering a foreign market, the manufacturer should consider the tastes and preferences in each market as part
of marketing strategy. Frequently, only a small change may be required to successfully market the product. The color
of the product, the design of the package, the size of the product all may need adjustment.
Consideration should be given to the product name (it may inadvertently have a negative connotation in the local
language), cultural and/or religious connotations, appearance of container, compliance to standards (different
electrical power, metric dimensions and local product regulations).
Another consideration when planning market strategy is understanding ISO 9000. The International Organization of
Standardization (ISO) was founded in 1946 by 25 national standardization organizations including the American
National Standards Institute (ANSI). Ninety countries now hold membership in ISO.
In 1987, the ISO issued ISO 9000, a series of five documents (ISO 9000, 9001, 9002, 9003 and 9004) that provide
guidance on the selection and implementation of an appropriate quality management program (system) for a
supplier's operations. The purpose of the ISO 9000 series is to document, implement and demonstrate the quality
assurance systems used by companies that supply goods and services internationally. ISO standards are required to
be reviewed every five years. Revised versions are expected to be published in early 1994. Information on the status
of these revisions can be obtained from:
The American Society for Quality Control (ASQC)

611 East Wisconsin Avenue
Milwaukee, WI 53202
Phone: 414/272-8575 or 800/248-1946
FAX: 414/272-1734
There are three ways for a manufacturer to prove compliance with the
requirements of one of the ISO 9000 standards. Manufacturers may evaluate their quality system and self-declare the
conformance of the system to one of the ISO 9000 quality systems. Second-party evaluations occur when the buyer
requires and conducts quality system evaluations of suppliers. These evaluations are mandatory only for companies
wishing to become suppliers to that buyer. Third-party quality systems and evaluations and registrations may be
voluntary or mandatory and are conducted by persons or organizations independent of both the supplier and the
buyer. Interpretations of an ISO 9000 standard may not be consistent from one registrar to another.
The supplier's quality system is registered, not an individual product. Consequently, quality system registration does
not imply product conformity to any given set of requirements. The demand for ISO 9000 registration in Europe and
elsewhere seems to be coming primarily from the marketplace as a contractual rather than a regulatory requirement.
As conformity to the ISO 9000 standards becomes recognized and required by foreign and domestic buyers and used
by manufacturers as a competitive marketing tool, the demand for ISO 9000 compliance is expected to increase in
non-regulated areas. It is therefore critical for manufacturers to determine what are their buyers' requirements
regarding ISO 9000 compliance. Additional information on U.S., foreign and international voluntary standards,
government regulations and rules of certification for nonagricultural products is available from:
National Center for Standards and Certification Information(NCSCI)

National Institute of Standards and Technology (NIST)
TRF Building, Room A163
Gaithersburg, MD 20899
Phone: 301/975-4040
FAX: 301/926-1559
For information on the EC 1992 Single Market program, copies of Single
Market regulations, background information on the EC or assistance regarding specific EC trade opportunities or
potential problems, contact:
The Office of EC Affairs

International Trade Administration, Room 3036
14th and Constitution Avenue, N.W.
Washington, D.C. 20230
Phone: 202/482-5823
FAX: 202/482-2155
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Methods of International Pricing
The cost-plus method of international pricing is based on your domestic price plus exporting costs (documentation
expenses, freight charges, customs duties and international sales and promotional costs). Any costs not applicable,
such as domestic marketing costs, are subtracted.
The cost-plus method allows you to maintain your domestic profit margin percentage, and thus to set a suitable price.
This method does not, however, take into account local market conditions. Your price may be too high to compete in
a foreign market.
Different marketing costs and/or modifications to the product could change the cost basis dramatically, making the
product either more or less costly for export. As a result, using the "marginal-cost" method provides a more realistic
means of determining true cost of producing your product for export.
To use the marginal-cost method, first determine the fixed costs of producing an additional unit for export. Fixed costs
include production cost, overhead, administration and research and development. A cost saving may be realized if
additional units of the product can be produced without increasing the fixed costs. There may also be instances
where certain fixed costs are covered by domestic production and do not need to be added to export expenses.
Product modification expenses, dictated by the target market, are then added to the production costs to establish a
"floor price." The floor price serves as a threshold for the firm to know when it would incur a loss. Using the floor price
as a base, variable export costs for the product can be added. Some of the variable costs will be one-time or start-up
expenses that should be discounted appropriately. Variable expenses include:
Packaging
Local regulations and customs may require special labelling, translated instructions or different packaging to appeal
to local tastes. The selected mode of distribution may also require a particular kind of packaging.
Foreign Market Research

There may be fees for specialized services and publications used to gather market information.
Advertising and Marketing
Firms selling directly into new markets will most likely be responsible for the entire promotional effort. The firm can
incur high initial outlays to establish product recognition in the new market. If an agent, distributor or trading company
is employed, they can handle advertising and marketing as part of their contract.
Translation, Consulting and Legal Fees
Product instructions, sales agreements and other documentation typically will need to be translated into the local
language. Expert translation of product labeling and instructions will enhance local marketing. Although many sales
agreements are standard, it is advisable to have legal counsel review binding documents.
Foreign Agent/Distributor Product Information and TrainingAgents and distributors may require special training in
order to effectively market and service your products. This is true even if the agent sells products similar to your firm's
products. Training will not only enable the agent to better represent your company's interests but gain a better
understanding of your particular product.
After-Sales Service Costs
Product warranties and service contracts will enhance your product's image as a quality item. An appropriate after
sales service guarantee can support your sales efforts in the new market. Do not, however, promise service or
warranties based on U.S. standards that you cannot deliver.
After taking these expenses into account, insurance, freight, duties and a profit margin can be added to arrive at a
customer price. Depending on the market, currency fluctuations can affect significantly your locally based profit
margin and the final price offered to the customer. For new-to-export companies, price products in U.S. dollars and
request payment in dollars. This is not an unusual request.
High-Price Option
This approach may be appropriate if your company is selling a new product or if you are trying to position your
product or service at the upper-end of the market. Selecting this option may attract competition and limit the market
for your product while, at the same time, produce big profit margins.
Moderate-Price Option
This is a lower risk approach as contrasted to the high- or low-price option. Here you should be able to match
competitors, build a market position and produce reasonable profit margins.
Low-Price Option
This approach may be relevant if you are trying to reduce inventory and do not have a long term commitment to the
market. You will, no doubt, impede competition but also produce low profit margins.
There may be no single strategy that is ideal for every company. Often companies draw upon a mix of options for
each market or product.
Setting Terms of Sale
Price Quotations
The pro-forma invoice is the most commonly used document to give price quotations to potential customers. The
quotation in a pro-forma invoice is usually considered binding, although prices may change prior to final sale.
To prepare the invoice, you should give a detailed description of the product, an itemized list of charges and sale
terms. Prices should be quoted in United States dollars to reduce foreign exchange risks. The invoice should also
indicate the period during which the price quotation is valid.
You should be familiar with the common terms of sale used in international trade before preparing your pro-forma
invoice. International Commercial Terms (INCOTERMS) are the universally recognized terms used in export and
import contracts. These terms refer to the rights and obligations of each party: who pays what costs; when title to
goods is transferred; and where the goods should be delivered. A complete list of INCOTERMS published in the book
Incoterms 1990 can be obtained from the International Chamber of Commerce and should be a permanent part of
your business library (see Part II, The Exporter's Directory).
PRO-FORMA INVOICE*
SHIPPER: Reference No. RB20693

Smith and Jones Co. Date: July 18, 1993
5555 Railroad Ave.
New York, N.Y. 10001 Customer P.O. No. 212-555-1234
Terms of Payment:
Estimated Date of Shipment
SOLD TO: SHIP TO:
Grupo Estevez, S.A. de C.V. Juarez Industriale
Tamales No. 1 Piso 2 454 Blvd. Cortez
12345 Cd. Polanco Mexico 11115 Mexico D.F. Mexico
VIA: Aero Cortez
ITEM QUANTITY DESCRIPTION UNIT PRICE TOTAL PRICE

100 Computer US $50.00 US $5,000.00
motherboards
FOB factory 5,000.00
Inland
Freight
Forwarder
fees 100.00
Air freight 1,200.00
Five (5)
sealed cartons Insurance 20.00
Gross weight:
10 lbs. C.I.F. Mexico 6,320.00
Authorized signature/Title
The above offering is based on current prices and is valid 60 days from invoice date.
*NOTE: This pro-forma invoice is only a sample. It is advisable to contact a freight forwarder in advance of shipping.
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NEGOTIATING SALES AND DISTRIBUTOR AGREEMENTS
Sales Contracts
Knowing how to include INCOTERMS in a contract is important, but this represents only one aspect of the sales
agreement. Legal rights and obligations of the parties should be spelled out in a single document, which can be
incorporated into the final invoice. Frequently, the terms and conditions are contained on the back of the invoice.
Some of the terms and conditions necessary in a written sales agreement include:
Delivery Terms -- Risk of Loss
A force majeure clause is standard in most agreements. This clause excuses the exporter from responsibility where a
default in performance is caused by events beyond the exporter's control, such as war, acts of God or labor
problems.
Payment and Finance Terms
In addition to defining the terms of payment, provisions should be included for late payments, partial payments and
remedies for non-payment. The terms of payment should consider the use of letters of credit.
Warranties
Sales contracts generally describe the goods and their qualities, workmanship and durability. In some cases, the
exporter is obligated by the law in the country of import. The importer will require the exporter to warrant that the
goods meet certain standards of construction and performance.
Acceptance of Goods
Frequently, the importer will insist upon the right to inspect the goods upon delivery; if found defective, the importer
can reject them and refuse to pay. However, the importer is still liable for country-of-importation duties and other
taxes. The export documents should reflect any such requirements.
Intellectual Property Rights
Protection of the exporter's patents, trademarks or copyrights should be assured in the agreement. However,
protection under the laws of the foreign country are not automatic, and you should not assume that your product is
protected.
Taxes
The obligations of the parties for payment of taxes other than customs duties should be defined in writing.
Dispute settlement
It is advisable to specify how and where any disputes will be resolved, as well as which nation's law would be applied.
Bear in mind that different countries have varying arbitration laws and systems which may apply.
AGENT AND DISTRIBUTOR AGREEMENTS
If you choose to use an agent or distributor, it will be necessary to develop a formal contractual agreement. Agent
and distributor agreements spell out in more detail the issues mentioned above and define other aspects of the
relationship between the parties to the agreement.
In the contract it is important to:
 specify the goods and/or services covered;

 describe the agent or distributor's sales territory, and whether they will have exclusive or non-exclusive sales
rights;
 set the length of the term for which the agreement is applicable and agree upon specified minimum sales
volumes and objectives;
 outline protection of intellectual property;
 describe other types of obligations imposed on the parties, violations of which would justify termination of the
contract; and
 list specific intellectual property rights granted to the agent or distributor.
When negotiating and drafting contractual agreements, it is recommended that you consult an attorney with
experience in international trade and exporting. Your company's business lawyer may be able to handle your
questions or refer you to an "export-oriented" attorney. Your local bar association may provide referral services, as
well.
Under agreement with the Federal Bar Association and DOC, SBA sponsors the Export Legal Assistance Network
(ELAN). ELAN is a network of attorneys located throughout the United States who specialize in international trade.
Your local SBA office can assist in locating an ELAN attorney who will provide a free, initial legal consultation to
discuss your export-related questions.
As an initial introduction, however, you may want to review the information contained in International Business
Practices, which covers the legal aspects of doing business in over 100 countries. Copies are available from
US&FCS offices or from the Government Printing Office.
Terms for financing export sales should be discussed during contract negotiations. While the U.S. seller will want to
be paid as soon as possible, the foreign buyer will want to delay payment as long as possible, preferably until after
the goods are resold. These two conflicting objectives will factor into any negotiations on export financing.
In addition to reaching a compromise on the method of payment, the U.S. exporter must also be able to offer the
foreign buyer favorable financing terms -- otherwise the sale could be lost to a foreign competitor with an equivalent
product but better payment terms.
The final step in completing the export transaction is arranging for payment, the subject of Chapter 6, "Export
Financing."
Chapter 6 - Export Financing

Few would disagree that small businesses must look overseas for profit opportunities in the 1990s. However, to
compete successfully, small firms must offer financing arrangements that are competitive with exporters of other
nations. This chapter will discuss three major influences on an exporter's ability to arrange competitive financing:
 today's banking environment

 how to approach a lender
 methods of payment
UNDERSTANDING THE BANKING ENVIRONMENT
In the United States, most small firms turn first to their local banks for export finance assistance. However, during the
past decade many banks have decided not to focus on export financing. The banks' reasons for doing so have varied
-- many cut their international operations due to the huge losses they incurred on overseas debt; others may have
chosen to concentrate on more lucrative lines of business, such as home equity loans or mergers and acquisitions.
Consequently, during the 1980s export finance expertise in many U.S. banks deteriorated. Even today, most smaller
banks do not retain any staff with expertise in international trade. This is not to say, however, that such help is
unavailable -- only that small businesses must be persistent and tenacious in their efforts to find it. For example, if a
small business loan officer is unwilling to work with his or her bank's international staff (or the bank is unwilling to
work with a correspondent), exporters should consider establishing a second banking relationship or, if necessary,
moving all their accounts to a more aggressive lender. Don't be afraid to shop.
Given the difficulty most small business exporters face when seeking financing, it is imperative that financial
arrangements be made in advance. Finding a lender willing to consider such a request requires that the borrower
ensure that the purpose of the loan makes sense for the business, and that the request is a reasonable amount.
Prospective borrowers also should understand some key distinctions before beginning discussions with a lender.
HOW TO APPROACH YOUR LENDER FOR EXPORT FINANCING
Venture Capitalists and Lenders
Before approaching a bank for financial assistance, small exporters should understand the distinction between
venture capitalists and lenders. Venture capitalists invest in a business with the expectation that as the business
grows, their equity in the business will grow exponentially. On the other hand, lenders are not in the venture capital
business -- they make their money on the difference between the rate at which they borrow money and the rate at
which they lend to their customers. International Trade Services and Export Lending
Small exporters should also understand the distinction between international trade services and international trade
lending. Although many banks offer international trade services, such as advising and negotiating letters of credit, the
banks' international divisions are not authorized to lend money. International lenders, on the other hand, have the
authority to make loans, as well as provide related services. Exporters should verify that the bank officer with whom
they are dealing has the authority to lend for an export transaction.
Working Capital Financing and Trade Financing
It is also important to note the difference between general working capital financing and trade financing. A small firm's
ability to qualify for general working capital financing depends on, among other things, the strength of its balance
sheet and its prospects for generating sufficient earnings over the life of a loan to repay it. Trade finance, on the other
hand, generally refers to financing individual transactions (or a series of like transactions). In addition, trade finance
loans are often self-liquidating -- that is, the lending bank stipulates that all sales proceeds are to be collected by it,
and then applies the proceeds to pay down the loan. The remainder is credited to the account of the borrower.
The self-liquidating feature of trade finance is critical to many small, undercapitalized businesses. Lenders who may
otherwise have reached their lending limits for such businesses may nevertheless finance individual export sales, if
the lenders are assured that the loan proceeds will be used solely for pre-export production; and any export sale
proceeds will first be collected by them before the balance is passed on to the exporter. Given the extent of control
lenders can exercise over such transactions and the existence of guaranteed payment mechanisms unique to -- or
established for -- international trade, trade finance can be less risky for lenders than general working capital loans.
Pre-export, Accounts Receivable and Market Development Financing
Exporters should understand the distinctions between the various types of trade finance. Most small businesses need
pre-export financing to help with the expense of gearing up for a particular export sale. Loan proceeds are commonly
used to pay for labor and materials or to acquire inventory for export sales. Others may be interested in foreign
accounts receivable financing. In that case, exporters can borrow from their banks an amount based on the volume
and quality of such accounts receivable. Although banks rarely lend 100 percent of the value of the accounts
receivable, many will advance up to 80 percent of the value of qualified accounts. Foreign credit insurance (such as
Eximbank's Export Credit Insurance Program) is often used to enhance the quality of such accounts.
Financing for foreign market development activities, such as participation in overseas trade missions or trade shows,
is often difficult for small businesses to arrange. Most banks are reluctant to finance such activities because, for many
small firms, their ability to repay such loans depends on their success in consummating sales while on a mission --
prospects that in many cases are speculative. Although difficult for many small firms to do, the recommended source
for financing such activities is through the working capital of the firm or, in certain cases, through the use of personal
credit cards. Finally, take time to make sure your banker understands your business and products. Have a detailed
export plan ready and, most important, be able to clearly show how and when a loan will be repaid.
METHODS USED TO FINANCE EXPORTS
A small business exporter's principal concern should be to ensure that he or she will be paid in full and on time.
Foreign buyers may have concerns as well, including uncertainty that the goods ordered will meet the necessary
specifications and arrive in a timely manner. As a result, it is imperative that the terms of payment be agreed upon in
advance and in a manner satisfactory to both parties.
The payment method exporters use can significantly affect the financial risk of a particular export sale. In general, the
more generous the sales terms are to a foreign buyer, the greater the risk to the exporter. The primary methods of
payment for international transactions, ranked in order of most secure to the exporter to least secure, include:
 payment in advance
 letters of credit
 documentary collections (drafts)
 consignment
 open account
Payment in advance
Paying in advance is often too expensive and risky for foreign buyers. Yet, this method of payment is not uncommon.
Requiring full payment in advance may cause lost sales to a foreign (or even another domestic) competitor who is
able to offer more attractive payment terms. In some cases, however, where the manufacturing process is
specialized, lengthy or capital-intensive, it may be reasonable to insist upon partial payment in advance, or on
progress payments.
Letters of Credit (LC)

A letter of credit is an internationally recognized instrument issued by a bank on behalf of its client, the purchaser.
The LC actually represents the bank's guarantee to pay the seller, provided the conditions specified on it are fulfilled.
Of course, the purchaser pays its bank a fee to render this service.
The rationale behind the use of an LC is reliance by the seller on the credit worthiness of the bank, which is normally
more reliable than that of the purchaser. It is also easier to verify by the seller's bank. Moreover, this vehicle can be
structured to protect the purchaser because no payment obligation arises until the goods have been satisfactorily
delivered as promised.
The conditions of the LC are spelled out on the LC itself. When the conditions of delivery have been satisfied (usually
by the documented, satisfactory and timely delivery of the goods), the purchaser's bank makes the required payment
directly to the seller's bank in accordance with the terms of payment (in 15, 30, 60 or 90 days, whichever is specified).
The greatest degree of protection is afforded to the seller when the LC has been issued by the buyer's bank and
confirmed by the seller's bank. LCs may be utilized for one-time transactions, or they can cover multi-shipments,
depending upon what is agreed between the parties. Also, make sure you can deliver within the terms of the LC. It is
suggested that you review the details of such documentation with a bank that has LC experience.
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LETTER OF CREDIT
BUYER SELLER
. Agrees to buy product . Agrees to ship goods if LC
is opened
. Requests bank to issue LC . LC assures payment
if proper documents are presented
. Ships goods and submits
shipping documents to bank
for payment
. Verifies documents for
compliance
. Payment is made when . Payment received

documents received or accepted immediately or upon
maturity of accepted draft
Documentary Collection (Drafts)
Documentary collections involve the use of a draft, drawn by the seller on the buyer, requiring the buyer to pay the
face amount either on sight (sight draft) or on a specified date in the future (time draft). The draft is an unconditional
order to make such payment in accordance with its terms, which specify the documents needed before title to the
goods will be passed.
Because title to the goods does not pass until the draft is paid or accepted, both the buyer and seller are protected.
However, if the buyer defaults on payment of the draft, the seller may have to pursue collection through the courts (or
possibly, by arbitration, if such had been agreed upon between the parties). The use of drafts involves a certain level
of risk; but they are less expensive for the purchaser than letters of credit.
DOCUMENTARY COLLECTIONS
BUYER SELLER
. Agrees to buy products . Agrees to be paid via

documentary collection
. Ships goods and submits

shipping documents to bank
for collection or
acceptance
. Documents released to buyer . Seller receives payment at

against payment or acceptance sight or upon acceptance
Consignment
When goods are sold subject to consignment, no money is received by the exporter until after the goods have been
sold by the purchaser. Title to the goods remains with the exporter until such time as all the purchase conditions are
satisfied. As a practical matter, consignment is very risky. There is generally no way to predict how long it might take
to sell the goods; moreover, if they are never sold, the exporter would have to pay the costs of recovering them from
the foreign consignee.
Open account
An open account transaction means that the goods are manufactured and delivered before payment is required (for
example, payment could be due 14, 30, or 60 days following shipment or delivery). In the United States, sales are
likely to be made on an open-account basis if the manufacturer has been dealing with the buyer over a long period of
time and has established a secure working relationship. In international business transactions, this method of
payment cannot be used safely unless the buyer is credit worthy and the country of destination is politically and
economically stable. However, in certain instances it might be possible to discount open accounts receivable with a
factoring company or other financial institution, referred to above.
The following diagram assesses the relative strengths and weaknesses of each method of payment:
METHOD USUAL TIME GOODS AVAILABLE RISK TO RISK TO

OF PAYMENT TO BUYER EXPORTER
IMPORTER
Cash in Before After payment None Dependent

Advance shipment upon exporter
shipping goods
Letter After ship- After payment Very little

of ment, when or none Relies on
Credit documents depending exporter to
complying on LC ship goods
with LC are terms
presented
Document- On presenta- After payment If draft un- Relies on

ary Col- tion of draft paid, must exporter to
lection to buyer dispose of ship goods
Sight goods
Draft
Document- On maturity Before payment Relies on Almost none

ary Col- of draft buyer to pay
lection draft; no
Time Draft control of goods
Consign- After sale Before payment High Low

ment
Open After ship- Before payment Relies on None

Account ment, as buyer to pay
agreed his account
PRIVATE SECTOR EXPORT FINANCING RESOURCES
Commercial Banks
International trade transactions traditionally have been financed by commercial banks. Commercial banks can make
loans for pre-export activities. They can also help process letters of credit, drafts and other methods of payment
discussed in this chapter. Banks have also become increasingly involved in making export loans backed by United
States government export loan guarantees.
Many larger banks have international departments which can help with your company's particular export finance
needs. If your bank does not have an international department, it probably has a correspondent relationship with a
larger bank that can assist you.
Private Trade Finance Companies
Private trade finance companies are becoming increasingly more commonplace. They utilize a variety of financing
techniques in return for fees, commissions, participation in the transactions or combinations thereof. International
trade associations, such as a District Export Council, can assist you in locating a private trade finance company in
your area.
Export Trading and Management Companies
Both EMCs and ETCs provide varying ranges of export services, including international market research and
overseas marketing, insurance, legal assistance, product design, transportation, foreign order processing,
warehousing, overseas distribution, foreign exchange and even taking title to a supplier's goods. All of these services
can leverage the limited resources of small businesses.
Factoring Houses
Factoring houses, also called factors, purchase export receivables on a discounted basis. Using factors can enable
the exporter to receive immediate payment for goods while at the same time alleviating the hassles associated with
overseas collections.
Factors purchase export receivables for a percentage fee at 2-7 percent below invoice value, depending on the
market and type of buyer. The percentage rate will depend on whether the factor purchases the receivables on a
recourse or non-recourse basis. In the case of a non-recourse purchase, the exporter is not bound to repay the
factoring house if the foreign buyer defaults or other collection problems arise. Therefore, the percentage charge will
be greater with non-recourse purchases.
Forfaiting Houses
Similar to factoring, exporters relinquish their rights to future payment in return for immediate cash. Where a debt
obligation exists between the parties, it is sold to a third party on a non-recourse basis, but is guaranteed by an
intermediary bank.
One U.S. exporter which used forfaiting found the benefits substantial:
Ed Lamb, President of Custom Die and Insert of Lafayette, Louisiana, was able to sell a 180-day letter of credit
through a forfaiting house and got paid 178 days sooner. Forfaiting enabled Custom Die and Insert to consummate a
$2.3 million-dollar export order to the Middle East.
GOVERNMENT EXPORT FINANCING RESOURCES
Because private sector financing providers will only assume limited risk regarding foreign transactions, the U.S.
government has become increasingly involved in providing export financing assistance. U.S. government export
financing assistance comes in the form of guarantees made to U.S. commercial banks which in turn make the loans
to exporters. Federal agencies, as well as certain state governments, have their own particular programs as noted
below:
U.S. Small Business Administration (SBA)
SBA provides financial and business development assistance to help small businesses develop export markets. The
SBA assists businesses in obtaining the capital needed to explore, establish or expand international markets. SBA's
export loans are available under SBA's guarantee program. As a prospective applicant, you should request that your
lender seek SBA participation, if the lender is unable or unwilling to make a direct loan.
The financing staff of each SBA district and branch office administers the financial assistance programs. You can
contact the finance division of your nearest SBA office for a list of participating lenders. The business development
staff of each SBA district and branch office can provide counseling on how to request export financial assistance from
a lender.
Borrowers can use different SBA loan programs and types of loan guarantees simultaneously, as long as the total
SBA-guaranteed portion does not exceed the agency's $750,000 statutory loan guarantee limit to any one borrower.
The lender may charge a maximum interest rate of 2.75 percentage points above the New York prime interest rate, or
2.25 percentage points above New York prime if the maturity is less than seven years.
Regular Business Loan Program
The SBA can guarantee up to 90 percent of a bank loan up to $155,000. For larger loans, the maximum guaranty is
85 percent up to $750,000.
Small businesses that need money for fixed assets and for working capital may be eligible for the SBA's regular 7(a)
business loan guarantee program. Loan guarantees for fixed-asset acquisition have a maximum maturity of 25 years.
Guarantees for general purpose working capital loans have a maximum maturity of seven years. Export trading
companies (ETCs) and export management companies (EMCs) also may qualify for the SBA's business loan
guarantee program.
To be eligible, the applicant's business generally must be operated for profit and fall within size standards set by
SBA. Loans cannot be made to businesses involved in creation or distribution of ideas or opinions, such as
newspapers, magazines and academic schools. Other types of ineligible borrowers include businesses engaged in
speculation or investment in rental real estate.
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Export Revolving Line of Credit Program
The Export Revolving Line of Credit (ERLC) Program offers a credit line up to 36 months. Any number of withdrawals
and repayments can be made as long as they do not exceed the dollar limit of the credit line, and the disbursements
are made within the stated maturity period. Loan maturities are generally for 12 months, with options to renew.
Loans can be used to finance labor and materials for manufacturing or wholesaling for export, to develop foreign
markets or to finance foreign accounts receivable. Foreign business travel and participation in trade shows are also
among the eligible uses, but a regular 7(a) business loan may be more appropriate for these purposes.
Applicants must satisfy eligibility criteria established for all SBA loans. Also, the applicant must have been in business
-- not necessarily exporting -- for at least 12 months' continuous operation before filing an application. The 12-month
requirement may be waived by the SBA regional office, if the firm's management has sufficient export experience or
enough management ability to warrant an exception.
The International Trade Loan Program
The International Trade Loan Program provides long-term financing to help small businesses compete more
effectively and to expand or develop export markets.
Loan maturities cannot exceed 25 years, excluding the working capital portion of the financing. The SBA's guarantee
cannot exceed 85 percent of the loan amount. The agency's maximum share for facilities or equipment loans is $1
million, plus $250,000 for working capital.
Proceeds may be used to purchase or upgrade facilities or equipment, and to make other improvements that will be
used within the U.S. to produce goods or services.
No debt payment is allowed. Proceeds can be used to buy land and buildings; build new facilities; renovate, improve
or expand existing facilities; and purchase or recondition machinery, equipment and fixtures. The working capital
portion of the borrowing could be in the form of either an ERLC or a portion of the term loan.
Applicants must establish either of the following to meet eligibility requirements:
 Loan proceeds will significantly expand existing export markets or develop new ones.
 The applicant's business is adversely affected by import competition.
Small Business Investment Company (SBIC) Financing
A Small Business Investment Company (SBIC), approved and licensed by the SBA, may also provide equity or
working capital exceeding the agency's $750,000 statutory maximum. SBICs can invest in export trading companies
in which banks have equity participation as long as other SBIC requirements are met.
Export-Import Bank of the United States (Eximbank)
Eximbank is an independent federal government agency responsible for assisting the export financing of U.S. goods
and services through a variety of information service and insurance, loan and guarantee programs. Eximbank has
undertaken a major effort to reach more small business exporters with better financing facilities and services, to
increase the value of these facilities and services to the exporting community, and to increase the dollar amount of
Eximbank's authorizations supporting small business exports.
Eximbank's export financing hotline provides information on the availability and use of export credit insurance,
guarantees, direct and intermediary loans extended to finance the sale of U.S. goods and service abroad.
Briefing programs are offered by Eximbank to the small business community. The program includes regular seminars,
group briefings and individual discussions held both within the Bank and around the country.
Export credit insurance programs reduce an exporter's risk and can be obtained through an insurance broker or from
Eximbank's Insurance Division.
A wide range of policies is available to accommodate many different export credit insurance needs. Insurance
coverage:
 protects the exporter against the failure of foreign buyers to pay their credit obligations for commercial or
political reasons;
 encourages exporters to offer foreign buyers competitive terms of payment;
 supports an exporter's prudent penetration of higher risk foreign markets; and
 gives exporters and their banks greater financial flexibility in handling overseas accounts receivable.
During the first two years, the new-to-export insurance policy offers a short-term (up to 180 days) insurance policy
geared to meet the particular credit requirements of smaller, less experienced exporters. Under the policy, Eximbank
assumes 95 percent of the commercial and 100 percent of the political risk involved in extending credit to the
exporter's overseas customers. This policy frees the smaller exporter from "first loss" commercial risk deductible
provisions that are usually found in regular insurance policies. The special coverage is available to companies which
are just beginning to export, or have an average annual export credit sales volume of less than $2,000,000 for the
past two years, and meet the SBA definitions of small business.
The umbrella policy also covers short-term receivables of companies with only limited experience in export trade.
These policies are available to commercial lenders, state agencies, finance companies, export trading and
management companies, insurance brokers and similar agencies to insure their clients' receivables. Exporters are
eligible if they have average annual export credit sales of less than $2,000,000 for the past two years and meet the
SBA definitions of small business.
Loan Programs
The Working Capital Loan Guarantee Program assists small businesses in obtaining crucial working capital to fund
their export activities. The program guarantees 100 percent of the principal and interest on working capital loans
extended by commercial lenders to eligible U.S. exporters. The loan may be used for pre-export activities such as the
purchase of inventory, raw materials, the manufacture of a product or for marketing. Eximbank requires the working
capital loan to be secured with inventory of exportable goods, accounts receivable or by other appropriate collateral.
Direct and Intermediary Loans
Eximbank provide two types of loans, direct loans to foreign buyers of U.S. exports and intermediary loans to fund
responsible parties that extend loans to foreign buyers of U.S. capital and quasi-capital goods and related services.
Both the loan and guarantee programs cover up to 85 percent of the U.S. export value, with repayment terms of one
year or more.
Direct loans of any size and long-term loans to intermediaries are offered at the lowest interest rate permitted under
the Organization for Economic Cooperation and Development (OECD) arrangement for the market and term.
Medium-term intermediary loans are structured as "standby" loan commitments. Under this arrangement, the
intermediary may borrow against the remaining undisbursed loan at any time during the term of the underlying debt
obligation. There is a prepayment fee if it is triggered by prepayment of the foreign borrower.
Guarantee Programs
Guarantees of the Eximbank provide repayment protection for private sector loans to credit worthy buyers of U.S.
capital equipment and related services. The guarantee is available alone or may be combined with an intermediary
loan.
Most guarantees provide comprehensive coverage of both political and commercial risks but political risks only
coverage is also available. The guarantee covers 100 percent of principal and interest. In the event of a default, the
guaranteed lender must file a claim no less than 30 and no more than 150 days after the default. The claim will be
paid within five business days after receipt.
Customary repayment terms for capital goods in international trade are:
Contract Value Maximum Term

Less than $75,000 2 years
$75,000 - $150,000 3 years
$150,000 - $300,000 4 years
$300,000 or more 5-10 years, depending on the nature of the
sale and the OECD classification of the buyers' country.
Loans for projects and large product acquisitions, such as aircraft and capital-intensive machinery, are eligible for
longer terms while lower unit value items such as automobiles and appliances receive shorter terms.
Commodity Credit Corporation (CCC)
The United States Department of Agriculture's Commodity Credit Corporation (CCC) operates Export Credit
Guarantee Programs to provide United States agricultural exporters or financial institutions a guarantee that they will
be repaid for short- and intermediate-term commercial export financing to foreign buyers. These programs protect
against commercial or noncommercial risk if the importer's bank fails to make payment. Under one program, the CCC
will guarantee credit terms of up to 3 years and under another, credit terms from 3 to 10 years are guaranteed. (For
more details, see Part II, The Exporter's Directory.)
State Export Financing Programs
A number of state-sponsored export financing and loan guarantee programs are available. Many cities and states
have established cooperative programs with the Eximbank and can provide specialized export finance counseling.
Details of these programs are available through each state department of commerce or trade office.
Arkansas, California, Delaware, Georgia, Indiana, Louisiana, Maine, Maryland, Massachusetts, Michigan, Minnesota,
New Jersey, New York, Nevada, North Carolina, Oklahoma, Pennsylvania, South Carolina, Texas, Utah, Virginia,
Washington, and Wisconsin all provide direct or indirect export financing assistance.
Once an exporter determines the kind of export financing assistance to be used and which payment method, the next
step is to arrange for delivery of the goods to the buyer's destination. It is important to assess the various
transportation options available, the subject of Chapter 7, "Transporting Goods Internationally."
Chapter 7 - Transporting Goods Internationally

Now that financing has been arranged, steps must be taken to ensure that the goods for export are packed and
shipped properly to reach their destination. When transporting goods internationally, proper documentation and
correct packaging are critical to the export process.
One of the main differences between selling domestically and exporting is the documentation required. Providing
proper documentation with your shipments is essential, if the goods are to arrive safely and on time.
Although the paperwork involved in exporting may be more burdensome and costly than that required for domestic
sales, it should not deter you. Consider the case of Hood Equipment Inc. of Iron River, Wisconsin:
"We began exporting our forestry equipment in 1977. Now exports amount to 40 percent of our sales. While export
documentation requirements can be time consuming, 40 percent of our sales depend on it so we have to do it," says
export manager Joyce Hood. Ms. Hood credits her company's international freight forwarder as "a great help."
THE ROLE OF THE FREIGHT FORWARDER
The international freight forwarder acts as an agent for the exporter in moving cargo to the overseas destination.
These agents are familiar with the import/export rules and regulations of foreign countries, methods of shipping,
United States government regulations and the documents connected with foreign trade.
Freight forwarders can assist with an order from the start by advising the exporter of the freight costs, port charges,
consular fees, costs of special documentation and insurance costs as well as their handling fees -- all of which help in
preparing the pro-forma invoice and price quotations. Freight forwarders may also recommend the best type of
packing for protecting the merchandise in transit; they can arrange to have the merchandise packed at the port or
containerized. The cost for their services is a legitimate export cost that should be figured into the price charged to
the customer.
When the order is ready to ship, freight forwarders should be able to review the letter of credit, commercial invoices,
packing list to ensure that everything is in order. Freight forwarders can also reserve the necessary space on board
an ocean vessel, if the exporter desires.
The exporter may ask the freight forwarder to make arrangements with the customs broker to ensure that the goods
comply with customs export documentation regulations. In addition, they may have the goods delivered to the carrier
in time for loading. Freight forwarders may also prepare a bill of lading and any special required documentation. After
shipment, they can forward all documents directly to the customer or to the paying bank.
In preparing your goods for international transport, you must first determine what mode of transport you will use.
When shipping to Mexico and Canada, land transportation may be the preferred method of transport. Other forms of
international shipments are sea and air.
Maritime shipping is almost always slower and less expensive than air.
However, an exporter must factor in the additional costs of sea freight, such as surface transportation to the dock.
Another factor is the time value of money: payment may not be made until the ship reaches its destination -- ocean
freight can be significantly longer than air freight. Your international freight forwarder can assist in weighing the pros
and cons of different modes of transportation.
Once you have decided on the best mode of transporting your goods, you must begin to compile the necessary
documents.
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DOCUMENTATION
Export Documentation Checklist -- Documents Prepared Before the Shipment
Commercial Invoice/Consular Invoice
After the pro-forma invoice is accepted, the exporter must prepare a commercial invoice. The commercial invoice is
necessary for both the exporter and importer.
The exporter needs the commercial invoice to prove ownership and secure payment. The description of the goods on
the commercial invoice must correspond exactly to the description in the letter of credit or other method of payment.
There can be no exceptions.
The importer needs the commercial invoice since it is often used by Customs authorities to assess duties. For this
reason, it is common practice to prepare a commercial invoice in English and in the language of the destination
country. The freight forwarder can advise you when a translated copy is necessary.
Similar to a commercial invoice, a consular invoice is required by certain countries. The consular invoice must be
prepared in the language of the destination country and can be obtained from the country's consulate, and often must
be "consularized."
In some countries, the commercial invoice must be prepared on a special form known as a "customs invoice." Your
importer may request this of you.
Export License
Export controls are based on the type of goods being shipped and their ultimate destination. Most exports do not
require a license, per se. Technically, most exports are shipped under a "general" license which does not require an
application.
Should your particular export be subject to export controls, then a "validated" license must be obtained. In general,
your export would require a "validated" license if export of the goods would: threaten United States national security;
affect certain foreign policies of the United States; or create short supply in domestic markets. Check with the U.S.
Department of Commerce's (DOC's) Bureau of Export Administration (BEA) to determine if your product may be
subject to export controls (see Part II, The Exporter's Directory).
Shipper's Export Declaration (SED)
The most common document used by exporters is the Shipper's Export Declaration (Form 7525-V), for mail
shipments valued at more than $500, and required for other shipments valued at more than $2,500. In addition, a
SED must be prepared for all shipments covered by an Individually Validated Export License (IVL), regardless of
value. The SED enables the Bureau of the Census to monitor for statistical purposes the kinds of products being
exported from the United States. The SED must be presented to the carrier before the shipment departs.
A sample SED follows:
A Shipper's Export Declaration Form 7525-V cannot be reproduced here. The form is available through the
Superintendent of Documents, Government Printing Office, Washington, DC 20402 and local Customs district offices.
Three items appearing on the SED may cause confusion:
Item 14, "Schedule B Description of Commodities"
You will need to determine the official description of the commodity you are shipping by obtaining a copy of the
United States government publication entitled, Harmonized System/Schedule B Statistical Classification of Domestic
and Foreign Commodities Exported from the United States and then transfer the appropriate description onto the
SED. This is available from the Government Printing Office and from most freight forwarders.
Item 21, "Validated License No./General License Symbol"
If your product for export is controlled, the "validated" license number is inserted in this space. If you are exporting
under a "general license," one of eight possible "General License Symbols" must be noted. The three most commonly
used symbols are:
 G-Dest (General Destination): authorizes the export of any items not requiring a validated license
 GLV (General License Limited Value): authorizes the export of a single shipment of limited-value items
 GTE (General License for Temporary Export): authorizes the export of items for trade shows, training or
temporary use abroad
Item 22, ECCN (Export Control Commodity Number)
Only necessary when a "validated" license is required, the ECCN is the number assigned to your commodity from the
Bureau of Export Administration's Commodity Control List. This special number must be supplied on the SED.
Shipper's Export Declaration

SED forms can be obtained through international freight forwarders, the Government Printing Office or local Customs
district offices. The "Exact Way to Fill Out the Shipper's Export Declaration" is available from the Bureau of the
Census, Washington, DC 20233.
Certificate of Origin (where applicable)
Although the commercial invoice may contain a statement of origin, some countries (particularly those subject to
certain free trade treaties, such as Canada or the Caribbean Basin) require Certificates of Origin. Certificates of
Origin allow for preferential duty rates if the exporter's country has an agreement with the importer's country to allow
entry of certain products at lower tariffs.
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Export Packing List
Considerably more detailed and informative than a standard domestic packing list, an export packing list itemizes the
material in each individual package and indicates the type of package: box, crate, drum, carton, etc. It shows the
individual net, legal, tare and gross weights and measurements for each package (in both U.S. and metric systems).
Package markings should be shown along with the shipper's and buyer's references. A copy of the packing list should
be attached to the outside of a package in a waterproof envelope marked "packing list enclosed." The list is used by
the shipper or forwarding agent to determine the total shipment weight and volume and whether the correct cargo is
being shipped. In addition, customs officials (both U.S. and foreign) may use the list to check the cargo. The original
packing list should be forwarded along with your other original documents in line with the conditions of sale.
Insurance Certificate
If the exporter is providing insurance, a certificate will be needed confirming the type and amount of coverage for the
goods being shipped. Normal accepted practice for coverage is 110 percent of the CIF value. This certificate should
be made in negotiable form and must be endorsed before submitting to the bank.
Inspection Certificate
Many foreign purchasers request that the seller certify that the goods being shipped meet certain specifications. This
certification is usually performed by an independent inspection firm.
Documents Used During the Inland Movement of the Goods
Shipper's Instructions
As an exporter, you are responsible for providing your freight forwarder with the necessary information regarding your
shipment. The more details you provide, the greater the chances of your goods moving problem free. Your freight
forwarder can provide you with a commonly used form for noting instructions.
Inland Bill of Lading
Inland bills of lading document the transportation of goods between inland points and the port from where the export
will emanate. Rail shipments use "waybills on rail." "Pro-forma" bills of lading are used in trucking.
Delivery Instructions
This document is prepared by the freight forwarder giving instructions to the trucking or railroad company where the
goods for export are to be delivered.
Dock Receipts
This document transfers shipping obligations from the domestic to the international carrier as the shipment reaches
the terminal.
Bill of Lading/Air Waybill
Bills of lading and air waybills provide evidence to title of the goods and set forth the international carrier's
responsibility to transport the goods to their named destination.
There are two types of ocean bills of lading used to transfer ownership:
 Straight (non-negotiable): provides for delivery of goods to the person named in the bill of lading. The bill
must be marked "non-negotiable."
 Shipper's Order (negotiable): provides for delivery of goods to the person named in the bill of lading or
anyone designated.
The shipper's order is used with draft or letter-of-credit shipments and enables the bank involved in the export
transaction to take title to the goods if the buyer defaults. The bank does not release title to the goods to the buyer
until payment is received. The bank does not release funds to the exporter until conditions of sale have been
satisfied.
When using air freight, "air waybills" take the place of bills of lading. Air waybills are only issued in non-negotiable
form, therefore the exporter and the bank lose title to the goods once the shipment commences. Most air waybills
also contain a customs declaration form.
PACKAGING
Goods shipped for export require substantially greater handling than domestic shipments. The exporter must pack the
goods to ensure that the weight and measurements are kept to a minimum, breakage is avoided, the container is
theft proof, and that the goods do not suffer the stresses of ocean shipment, such as excess moisture.
In addition to proper packing, the exporter should be aware that certain markings are necessary on goods transported
internationally. Some countries require that the country of origin be marked on the outside of the container, and even
have regulations as to how the mark of origin should appear.
The second type of marking with which the exporter should be familiar is labeling. Food and drugs must often carry
special labeling as determined by the laws of the country of destination.
Third, certain "shipping marks" must appear on the outside of the package. The weight and dimensions should be
visible and any special instructions should be shown, and you may want to repeat these instructions in the language
of the importer's country.
If your business is not equipped to package your goods for export, there are export packaging companies which can
perform this service for you. Ask your international freight forwarder for a list of export packaging companies in your
area.
Many businesses, after achieving success in exporting, or as an alternative to exporting, contemplate joint ventures
or licensing agreements with foreign companies to produce goods overseas. Some companies even set up their own
off-shore operations. "Strategic Alliances and Foreign Investment Opportunities" are the topic of Chapter 7.
hapter 8 - Strategic Alliances & Foreign Investment Opportunities

Strategic Alliances and Foreign Investment Opportunities
If your company is interested in delving further into the international trade arena, licensing, joint ventures and off-
shore operations should be explored. While direct exporting may be a profitable method of market entry for some
businesses, licensing to a foreign company manufacturing rights to your product or setting up a foreign manufacturing
joint venture may be viable alternatives.
In comparison, setting up off-shore manufacturing operations may be a more economical way of doing business:
Kansas-based Extru-Tech, Inc. is exploring this possibility:
"Because of the high cost of shipping our products and the customs duties involved, we are seriously considering
setting up a manufacturing facility in the Far East, our biggest market," says Extru-Tech President Kenneth E.
Matson.
This chapter will discuss the relative advantages and disadvantages of alternatives to direct exporting, how to find
licensing and joint venture manufacturing partners and how to finance overseas investment.
STRATEGIC ALLIANCES
Licensing
Licensing involves a contractual arrangement whereby a company licenses the rights to certain technological know-
how, design and intellectual property to a foreign company in return for royalties or other kinds of payment. This
arrangement worked well for a small business exporter from Virginia:
"We export our 'Peace Frogs' T-shirts directly to Japan, but in Spain per capita income is lower, competition from
domestic producers is stronger, and tariffs are high, so we licensed a Barcelona-based company the rights to
manufacture our product," says Peace Frogs president Catesby Jones.
Licensing offers a small business many advantages, such as rapid entry into foreign markets and virtually no capital
requirements to establish manufacturing operations abroad. Returns are usually realized more quickly than for
manufacturing ventures.
The disadvantages of licensing are that control may be lost over manufacturing and marketing, and more important,
that the licensee may become a competitor if too much knowledge and know-how is transferred. Take care to protect
trademarks and intellectual property.
One way to help ensure that your intellectual property is protected is to secure proper patent and trademark
registration. In the interim before your patent is filed, you may ask a potential licensee to sign a confidentiality and
non-disclosure agreement barring the licensee from manufacturing the product itself, or having it manufactured
through third parties. Make sure such agreements are not in violation of laws in the host country.
Patents should be filed with the appropriate foreign government within one year of U.S. filing, in order to obtain patent
protection under the Paris Convention, the international agreement on patents. Patent rules vary from country to
country, so it is important to consult a competent international patent and trademark attorney.
Licensing to a foreign company the rights to your product will require a carefully crafted licensing agreement.
Consulting an attorney is critical since rules on licensing also vary from country to country. Be careful that the
agreement does not violate host country antitrust laws. Under the antitrust laws of many countries, the licensee
cannot set the price at which a product will be re-sold by the licensor.
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Foreign Manufacturing Joint Ventures
In contrast to licensing arrangements, foreign manufacturing joint ventures allow for the U.S. company to have a
stake and management role in the foreign operation. Joint ventures require more of a direct investment than licensing
and require training, management assistance and technology transfer.
Joint ventures can be equity or non-equity partnerships. Equity joint ventures are contractual arrangements with
equal partners. Non-equity ventures involve the host country partner in the arrangement with a greater percentage. In
some countries, a joint venture is the only way for a foreign company to set up operations. Laws often require that a
certain percentage of stock belong to a citizen of the host country.
Foreign manufacturing joint ventures are risky in that geographical and cultural factors may interfere with the smooth
running of operations. You will have to deal with entirely new management, located in a different country, whose first
language may not be English.
Despite the drawbacks, using a foreign partner can have many benefits:
the partner will have intimate knowledge of the target market and may have business and political contacts to make
market entry easier.
Partner Selection Issues
Finding a suitable partner is critical to the success of any licensing or manufacturing joint venture
arrangement.However, this can be a time consuming and difficult process without proper assistance. Recognizing
this fact, the United States government has a special program to facilitate overseas partner selection.
The DOC Matchmaker Trade Delegations are an excellent way to make joint venture and licensee contacts.
Matchmakers provide one-on-one pre-screened business appointments for U.S. companies in a foreign country.
One U.S. company which was particularly successful as a result of a Matchmaker was Texas-based Made In USA:
"As a result of a Matchmaker trade mission, I was able to consummate a Finnish joint venture which resulted in $6
million in sales," says Jan Schwenk, a principal with Made in USA, a software development company. Exports now
account for 25 percent of the company's business.
A limited number of Matchmaker Trade Delegations are held each year. For companies unable to take advantage of
a Matchmaker, you may consider the DOC's "Gold Key Service." For U.S. firms planning to visit a country, US&FCS
overseas staff will assist in developing a market strategy, setting up orientation briefings, making introductions to
potential joint venture partners, providing interpreters for meetings and helping with follow-up planning. Fees vary
from country to country.
The steps that can be involved in foreign partner selection are as follows:
 Contact your local DOC office. Discuss your target market and what kind of partner you are seeking. They
can tell you whether a Matchmaker program fitting your needs is scheduled. If not, they will send your
request to the appropriate Foreign Commercial Service representative abroad.
 A list of potential partners will be forwarded to you. Contact each one with letter of introduction.
 After responses from potential candidates are obtained, conduct a financial and business reference check
on the most qualified candidates. If you are unable to do this in-house, use a credit reporting firm.
 Make a trip abroad, either with a Matchmaker Trade Delegation or individually, to meet with potential
licensees or joint venture partners.
 Having made your final selection, begin contract negotiations with the assistance of legal counsel.
Foreign Investment Opportunities
Many companies find that, as a result of exporting profitably and licensing or joint venturing the manufacture of their
products abroad, it becomes a more viable method of market entry to set up off-shore production operations.
Having only exported since 1988, Z-International, a Missouri-based label manufacturer, opened a plant in Germany in
1990. The plant now employs 12 people and invoiced over DM 4,000,000 in 1991. Company president Fritz
Zschietzschmann said that Z-International's initial motivation in setting up the plant was to reach the European
market, but now he says, "The doors to all of Eastern Europe will be open for business."
Off-shore manufacturing requires greater investment than licensing or joint venture manufacturing, but also affords
the greatest amount of control over operations.
Additional factors that may induce a company to set up off-shore production include: high transportation costs,
prohibitive tariffs or duties on imports, lower production costs and foreign government investment incentives, such as
tax holidays.
If you are seriously considering setting up an off-shore manufacturing plant, you will need to assess whether to
acquire an existing facility or to construct a new one. The key factors in this decision-making process are the legal
and tax ramifications, where to set up operations, and how to finance the foreign investment. An off-shore operation
may offer certain tax benefits and other inducements for your company to make an investment in their country.
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Legal and Tax Implications
Much of the decision-making surrounding joint venture or off-shore manufacturing involves legal and tax issues.
Some countries actively encourage and promote foreign investment. Countries receptive to, or in need of, foreign
investment may have relaxed laws on kinds and amounts of foreign investments allowed and may even offer certain
tax benefits.
U.S. and host country attorneys and accountants should be an integral part of the team you assemble to assess
whether and where joint venture or off-shore manufacturing would be profitable for your company.
Location, Partner Selection and Financial Assistance
Foreign investment requires a substantial commitment of time and money and a certain amount of risk. Recognizing
this fact, the United States government created a separate, business-oriented agency to support American investors
entering the international marketplace.
Overseas Private Investment Corporation (OPIC)
OPIC is the lead agency assisting U.S. businesses interested in investment overseas.
OPIC programs are available if the project:
 is a new venture, or expansion of an existing business;

 is located in a developing country where OPIC operates (OPIC operates in 140 countries);
 will assist in the socio-economic development of the host country;
 is approved by the host government; and
 is consistent with the economic interests of the United States
and will not have a significant adverse effect on the United States economy or United States employment.
If your potential overseas investment fits these criteria, OPIC can be an extremely useful resource. OPIC offers a
variety of programs, including: financing and political risk insurance to help protect your investment and several pre-
investment services.
Pre-investment Assistance
OPIC sponsors investment missions to introduce U.S. businesses to key foreign private sector leaders, government
officials and potential joint venture partners. Since its inception in 1975, investment missions to 45 countries have
been organized.
SBA-guaranteed loans may be available to fund your company's participation in such missions.
In addition to pre-investment assistance, OPIC provides financing to assist in the setup of overseas operations and
risk insurance to mitigate some of the problems associated with investment in developing countries.
Financing
Direct loans are available to ventures sponsored by, or significantly involving, U.S. small businesses or cooperatives.
OPIC loans range from $500,000 to $6 million. Loan guarantees are also made to lending institutions in the range of
$2 million to $25 million, but can be as large as $50 million.
OPIC has also underwritten a number of geographic venture funds, including the Africa Growth Fund, the East
European Environmental Fund and the Latin America Growth Fund. If your project fits the criteria necessary to be
eligible for access these funds, you may consider applying to the specific fund for financing assistance.
Insurance
Private investors may be hesitant to undertake long-term investments abroad, given the political uncertainties of
many developing nations. To alleviate these concerns, OPIC insures U.S. investments against three major types of
political risks: inconvertibility, expropriation and political violence, including civil strife.
Foreign Governments
Foreign governments, particularly in developing countries, often sponsor special agencies to aid and facilitate foreign
direct investment. Some examples include the Mexican Investment Board (MIB), the Portuguese Trade Commission
and the Bahrain Marketing and Promotions Office. These foreign investment promotion agencies can provide detailed
market information, joint venture leads and make contacts with key officials. They often maintain offices in the United
States.
Some countries may also have special funds or financing arrangements to spur foreign investment in particular
sectors or geographical areas. Foreign investment promotion agencies can lead you to these sources. Contact the
appropriate foreign embassy in the United States for the name of the agency which can assist you.
A FINAL WORD ON GOING GLOBAL
In Chapter 4, we discussed methods of market entry with an emphasis on exporting. In this concluding chapter, we
focussed on licensing, joint venture manufacturing and off-shore production as options to be considered along with,
or in addition to, exporting.
How you decide to enter overseas markets will depend on a variety of factors unique to your own small business.
Going global can be a challenging experience for a small business, but the rewards can be substantial. As Roger
Teigen, 1991 SBA Oklahoma Exporter of the Year, put it:
"There is a certain greater adulation in winning when we win in the export market rather than when we win in the U.S.
market . . . it is exciting, it is exhilarating."
Let this optimism and enthusiasm be your guide as you go global. The U.S. Small Business Administration, as well as
numerous other government agencies at the state and federal level, support and encourage your entry into the
international arena. There are a multitude of programs and a worldwide staff to assist you.
Part 2 - The Exporter's Directory

Section 1 U.S. Small Business Administration
Smaller firms seeking to participate in the international realm are faced with challenges such as finding overseas
markets, dealing with the initial complexities of exporting and financing export sales. The U.S. Small Business
Administration (SBA) offers aid to current and potential small or minority exporters through two major programs: 1)
business development assistance and 2) financial assistance. These programs are directed by the SBA's Office of
International Trade in Washington, DC, and administered through the SBA's network of field offices around the
country.
Office of International Trade

U.S. Small Business Administration
409 Third Street, S.W.
Phone: 202/205-6720
FAX: 202/205-7272
ALABAMA
2121 Eighth Avenue North, Suite 200
Birmingham, AL 35203-2398
Phone: 205/731-1338
FAX: 205/731-1404
ALASKA
222 West Eighth Avenue, Suite 67
Anchorage, AK 99513-7559
Phone: 907/271-4838
FAX: 907/271-4545
ARIZONA
2828 North Central Avenue, Suite 800
Phoenix, AZ 85004-1025
Phone: 602/640-2315
FAX: 602/640-2360

300 West Congress Street, Room 7-H
Tucson, AZ 85701-1319
Phone: 602/670-4739
FAX: 602/670-4763
ARKANSAS
2120 Riverfront Drive, Suite 100
Little Rock, AR 72202
Phone: 501/324-5278
FAX: 501/324-5199
CALIFORNIA
REGION IX OFFICE
71 Stevenson Street
San Francisco CA 94105-2939
Phone: 415/744-6432
FAX: 415/744-6435

2719 North Air Fresno Drive
Suite 107
Fresno, CA 93727-1547
Phone: 209/487-5605
FAX: 209/487-5636

330 North Brand Boulevard, Suite 1200
Glendale, CA 91203-2304
Phone: 818/552-3210
FAX: 818/

660 J Street, Suite 215
Sacramento, CA 95814-2413
Phone: 916/551-1440
FAX: 916/551-1439

880 Front Street, #4-S-29
San Diego, CA 92188-0270
Phone: 619/557-7269
FAX: 619/557-5894

211 Main Street, Fourth Floor
San Francisco, CA 94105-1988
Phone: 415/744-6771
FAX: 415/744-6812

901 West Civic Center Drive, Suite 160
Santa Ana, CA 92703-2352
Phone: 714/836-2494
FAX: 714/836-2528

6477 Telephone Road, Suite 10
Ventura, CA 93003-4459
Phone: 805/642-1866
FAX: 805/642-9638
COLORADO
REGION VIII OFFICE
633 - 17th Street
7th Floor North
Denver, CO 80202-2395
Phone: 303/294-7072
FAX: 303/294-7153

721 19th Street, Fourth Floor
Denver, CO 80202-2599
Phone: 303/844-3984
FAX: 303/844-6539
CONNECTICUT
330 Main Street, Second Floor
Hartford, CT 06106
Phone: 203/240-4700
FAX: 203/240-4659
DELAWARE
920 North King Street, Suite 412
Wilmington, DE 19801
Phone: 302/573-6295
FAX: 302/573-6060
DISTRICT OF COLUMBIA
1110 Vermont Avenue, N.W.,
Suite 900
P.O. Box 34500
Phone: 202/606-4000
FAX: 202/606-4225
FLORIDA
1320 South Dixie Highway, Suite 501
Coral Gables, FL 33146
Phone: 305/536-5521
FAX: 305/536-5058

7825 Baymeadows Way, Suite 100B
Jacksonville, FL 32256-7504
Phone: 904/443-1910
FAX: 904/443-1980
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501 East Polk Street, Suite 104
Tampa, FL 33602-3945
Phone: 813/228-2594
FAX: 813/228-2111
GEORGIA
REGION IV OFFICE
1375 Peachtree Street, N.E., Fifth Floor Atlanta, GA 30367-8102
Phone: 404/347-2797
FAX: 404/347-2355

1720 Peachtree Road N.W., Suite 600
Atlanta, GA 30309
Phone: 404/347-2441
FAX: 404/347-4745

52 North Main Street, Room 225
Statesboro, GA 30458
Phone: 912/489-8719
FAX: 912/233-0712
GUAM
238 Archbishop F.C. Flores Street, Room 508 Agana, GU 96910
Phone: 671/472-7277
FAX: 200/550-7365
HAWAII
300 Ala Moana Boulevard, Room 2213
P.O. Box 50207 Honolulu, HI 96850
Phone: 808/541-2973
FAX: 808/541-2976
IDAHO
1020 Main Street, Suite 290
Boise, ID 83702
Phone: 208/334-1782
FAX: 208/334-9353
ILLINOIS
REGION V OFFICE
300 South Riverside Plaza, Suite 1975
Chicago, IL 60606-6617
Phone: 312/353-5000
FAX: 312/353-3426

500 West Madison, Suite 1250
Chicago, IL 60661
Phone: 312/353-5429
FAX: 312/886-5108

511 West Capitol Street, Third Floor
Springfield, IL 62701
Phone: 217/492-4232
FAX: 217/492-4867
INDIANA
429 North Pennsylvania Street, Room 100 Indianapolis, IN 46204-1873
Phone: 317/226-7269
FAX: 317/226-7259
IOWA
373 Collins Road, N.E., Room 100
Cedar Rapids, IA 52402-3147
Phone: 319/393-2571
FAX: 319/393-7585

210 Walnut Street, Suite 749
Des Moines, IA 50309
Phone: 515/284-4026
FAX: 515/284-4572
KANSAS
100 East English Street, Suite 510
Wichita, KS 67202
Phone: 316/269-6273
FAX: 316/269-6499
KENTUCKY
600 Martin Luther King Jr. Place, Room 188 Louisville, KY 40202
Phone: 502/582-5971
FAX: 502/582-5009
LOUISIANA
1661 Canal Street, Suite 2000
New Orleans, LA 70112
Phone: 504/589-6685
FAX: 504/589-2339

500 Fannin Street, Room 8A-08
Shreveport, LA 75670
Phone: 903/935-5257
FAX: 903/935-5258
MAINE
40 Western Avenue, Room 512
Augusta, ME 04330
Phone: 207/622-8378
FAX: 207/622-8277
MARYLAND
10 South Howard Street, Room 608
Baltimore, MD 21202
Phone: 410/962-2235
FAX: 410/962-1805
MASSACHUSETTS
REGION I OFFICE
155 Federal Street, Ninth Floor
Boston, MA 02110
Phone: 617/451-2023
FAX: 617/565-8695

10 Causeway Street, Room 265
Boston, MA 02222-1093
Phone: 617/565-5590
FAX: 617/565-5598

1550 Main Street, Room 212
Springfield, MA 01103
Phone: 413/785-0268
FAX: 413/785-0267
MICHIGAN
477 Michigan Avenue, Room 515
Detroit, MI 48226
Phone: 313/226-6075
FAX: 313/226-4769
300 South Front Street
Marquette, MI 49855
Phone: 906/225-1108
FAX: 906/225-1109
MINNESOTA
100 North Sixth Street, Suite 210-C
Minneapolis, MN 55403
Phone: 612/370-2343
FAX: 612/370-2303
MISSISSIPPI
One Hancock Plaza, Suite 1001
Gulfport, MS 39501-7758
Phone: 601/863-4449
FAX: 601/863-0179

101 West Capital Street, Suite 400
Jackson, MS 39201
Phone: 601/965-4384
FAX: 601/965-4294
MISSOURI
REGION VII OFFICE
911 Walnut Street, 13th Floor
Kansas City, MO 64106
Phone: 816/426-7762
FAX: 816/426-5559

Lucas Place
323 West Eighth Street, Suite 501
Phone: 816/374-5868
FAX: 816/374-6759

815 Olive Street, Room 242
St. Louis, MO 63101
Phone: 314/539-6600
FAX: 314/539-3785

620 South Glenstone, Suite 110
Springfield, MO 65802
Phone: 417/864-7670
FAX: 417/864-4108
MONTANA
301 South Park, Room 528, Drawer 10054
Helena, MT 59626
Phone: 406/449-5381
FAX: 406/449-5474
NEBRASKA
11145 Mill Valley Road
Omaha, NE 68154
Phone: 402/221-3604
FAX: 402/221-3680
NEVADA
301 East Stewart Street, Room 301
Las Vegas, NV 89125-2527
Phone: 702/388-6611
FAX: 702/388-6469

50 South Virginia Street, Room 238
Reno, NV 89505-3216
Phone: 702/784-5268
FAX: 702/784-5069
NEW HAMPSHIRE
143 North Main Street, Suite 202
Concord, NH 03301-1257
Phone: 603/225-1400
FAX: 603/225-1409
NEW JERSEY
Military Park Building, Fourth Floor
60 Park Place
Newark, NJ 07102
Phone: 201/645-2434
FAX: 210/645-6265

2600 Mt. Ephrain Avenue
Camden, NJ 08104
Phone: 609/757-5183
FAX: 609/757-5335
NEW MEXICO
625 Silver Avenue, S.W., Third Floor
Albuquerque, NM 87102
Phone: 505/766-1870
FAX: 505/766-1057
NEW YORK
REGION II OFFICE
26 Federal Plaza, Room 31-08
New York, NY 10278
Phone: 212/264-1450
FAX: 212/264-0900

Clinton and Pearl
Albany, NY 12207
Phone: 518/472-6300
FAX: 518/472-7138

111 West Huron Street, Suite 1311
Buffalo, NY 14202
Phone: 716/846-4301
FAX: 716/846-4418

333 East Water Street
Elmira, NY 14901
Phone: 607/734-8130
FAX: 607/734-4656

35 Pinelawn Road, Room 102E
Melville, NY 11747
Phone: 516/454-0750
FAX: 516/454-0769

100 State Street, Room 410
Rochester, NY 14614
Phone: 716/263-6700
FAX: 716/263-3146

100 South Clinton Street, Room 1071
Syracuse, NY 13260
Phone: 315/423-5383
FAX: 315/423-5370
NORTH CAROLINA
200 North College Street, Suite A2015
Charlotte, NC 28202-2137
Phone: 704/344-6587
FAX: 704/344-6769
NORTH DAKOTA
657 Second Avenue North, Room 218
P.O. Box 3086
Fargo, ND 58108
Phone: 701/239-5131
FAX: 701/239-5645
OHIO
Federal Building, Suite 850
525 Vine Street
Cincinnati, OH 45202
Phone: 513/684-2814
FAX: 513/684-3251

1111 Superior Avenue, Suite 630
Cleveland, OH 44114-2507
Phone: 216/522-8236
FAX: 216/522-2038

2 Nationwide Plaza, Suite 1400
Columbus, OH 43215-2542
Phone: 614/469-6860
FAX: 614/469-2391
OKLAHOMA
200 Northwest Fifth Street, Suite 670
Oklahoma City, OK 73102
Phone: 405/231-4301
FAX: 405/231-4876
OREGON
222 S.W. Columbia Street, Suite 500
Portland, OR 97201-6605
Phone: 503/326-2682
FAX: 503/326-2808
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PENNSYLVANIA
REGION III OFFICE
475 Allendale Road, Suite 201
King of Prussia, PA 19406
Phone: 215/962-3700
FAX: 215/962-3743

100 Chesnut Street, Room 309
Harrisburg, PA 17101
Phone: 717/782-3840
FAX: 717/782-4839

960 Penn Avenue, Fifth Floor
Pittsburgh, PA 15222
Phone: 412/644-2780
FAX: 412/644-5446

20 North Pennsylvania Avenue, Room 2327 Wilkes-Barre, PA 18702
Phone: 717/826-6497
FAX: 717/826-6287
PUERTO RICO
Carlos Chardon Avenue, Room 691
Hato Rey, PR 00918
Phone: 809/766-5572
FAX: 809/766-5309
RHODE ISLAND
380 Westminister Mall, Fifth Floor
Providence, RI 02903
Phone: 401/528-4561
FAX: 401/528-4539
SOUTH CAROLINA
1835 Assembly Street, Room 358
P.O. Box 2786
Columbia, SC 29201
Phone: 803/765-5298
FAX: 803/765-5962
SOUTH DAKOTA
101 Main Avenue, Suite 101
Sioux Falls, SD 57102
Phone: 605/330-4231
FAX: 605/330-4215
TENNESSEE
50 Vantage Way, Suite 201
Nashville, TN 37228-1504
Phone: 615/736-5039
FAX: 615/736-7232
TEXAS
REGION VI OFFICE
8625 King George Drive, Building C
Dallas, TX 75235-3391
Phone: 214/767-7659
FAX: 214/767-7870

300 East Eighth Street, Room 520
Austin, TX 78701
Phone: 512/482-5288
FAX: 512/482-5290

Wilson Tower
606 North Carancahus, Suite 1200
Corpus Christi, TX 78476
Phone: 512/888-3331
FAX: 512/888-3418

10737 Gateway West, Suite 320
El Paso, TX 79935
Phone: 915/540-5676
FAX: 915/540-5636

4300 Amon Carter Boulevard, Suite 114
Ft. Worth, TX 76155
Phone: 817/885-6504
FAX: 817/885-6516

222 East Van Buren, Suite 500
Harlingen, TX 78550
Phone: 210/427-8533
FAX: 210/427-8537

9301 Southwest Freeway, Suite 550
Houston, TX 77074
Phone: 713/773-6500
FAX: 713/773-6550

1611 10th Street, Suite 200
Lubbock, TX 79401
Phone: 806/743-7462
FAX: 806/743-7487

505 East Travis, Room 103
Marshall, TX 75670
Phone: 903/935-5257
FAX: 903/935-5258

7400 Blanco Road, Suite 200
San Antonio, TX 78216
Phone: 210/229-4501
FAX: 210/229-4556
UTAH
125 South State Street, Room 2237
Salt Lake City, UT 84138-1195
Phone: 801/524-3215
FAX: 801/524-4160
VERMONT
87 State Street, Room 205
Montpelier, VT 05602
Phone: 802/828-4422
FAX: 802/828-4485
VIRGIN ISLANDS
4200 United Shopping Plaza, Suite 7
Christiansted
St. Croix, VI 00820-4487
Phone: 809/778-5380
FAX: 809/778-1012

Federal Office Building, Room 210
Veterans Drive
St. Thomas, VI 00802
Phone: 809/774-8530
FAX: 809/774-2312
VIRGINIA
400 North Eighth Street, Room 3015
P.O. Box 10126
Richmond, VA 23240
Phone: 804/771-2400
FAX: 804/771-8018
WASHINGTON
REGION X OFFICE
2615 Fourth Avenue, Room 440
Seattle, WA 98121
Phone: 206/553-5676
FAX: 206/553-4155

915 Second Avenue, Room 1792
Seattle, WA 98174-1088
Phone: 206/220-6520
FAX: 206/220-6570

Farm Credit Building, 10th Floor, East
West 601 First Avenue
Spokane, WA 99204-0317
Phone: 509/353-2806
FAX: 509/353-2829
WEST VIRGINIA
168 West Main St., Fifth Floor
Clarksburg, WV 26301
Phone: 304/623-5631
FAX: 304/623-0023

550 Eagan Street, Suite 309
Charleston, WV 25301
Phone: 304/347-5220
FAX: 304/347-5350
WISCONSIN
212 East Washington Avenue, Room 213
Madison, WI 53703
Phone: 608/264-5542
FAX: 608/264-5541

310 West Wisconsin Avenue, Suite 400
Milwaukee, WI 53203
Phone: 414/297-1231
FAX: 414/297-1377
WYOMING
100 East B Street, Room 4001
P.O. Box 2839
Casper, WY 82602-2839
Phone: 307/261-5761
FAX: 307/261-5499
U.S. Department of Commerce

The U.S. Department of Commerce (DOC) encourages, serves and promotes the nation's international trade,
economic growth and technological advancement. Within DOC, the International Trade Administration (ITA) promotes
world trade and is the official U.S. government organization that coordinates all issues concerning trade development,
international economic policy and programs and trade administration.
ITA units include: 1) country experts, 2) industry experts and 3) domestic and overseas commercial officers.
INTERNATIONAL TRADE ADMINISTRATION

14th & Constitution Avenue, N.W. Room 3850
Phone: 202/482-2867
FAX: 202/482-5933
INTERNATIONAL ECONOMIC POLICY OFFICES
Office of Africa
Room 3317, HCH Building
14th & Constitution Avenue, N.W.
Phone: 202/482-2175
Office of the Near East
Phone: 202/482-4441
FAX: 202/482-0778
Office of South Asia

Phone: 202/482-2954
FAX: 202/482-3550
Office of Western Europe

Phone: 202/482-5341
FAX: 202/482-2897
Office of European Community Affairs

Phone: 202/482-5276
FAX: 202/482-2155
Office of Eastern Europe, Russia and Independent States U.S. Department of Commerce
Phone: 202/482-1104
FAX: 202/482-4505
Office of Latin America

Phone: 202/482-2436
FAX: 202/482-4726
Latin America/Caribbean Business Development Center Room 3203, HCH Building

Phone: 202/482-0841
FAX: 202/482-5933
Office of Canada
Phone: 202/482-3101
FAX: 202/482-3718
Office of Mexico
Phone: 202/482-0300
FLASH FACTS: 202/482-4464
FAX: 202/482-5865
Office of China, Hong Kong and Mongolia U.S. Department of Commerce

Phone: 202/482-5527
FAX: 202/482-1576
Office of the Pacific Basin

Phone: 202/482-4008
FAX: 202/482-4760
Deputy Assistant Secretary for Japan

Phone: 202/482-4527
FAX: 202/482-0469
REGIONAL BUSINESS CENTERS
The Department of Commerce has established Regional Business Centers to provide information on new
opportunities for trade and investment in various areas of the world.
Former Soviet Union

Business Information Service for the Newly Independent States (BISNIS) U.S. Department of Commerce, Room 7413
Phone: 202/482-4655
FAX: 202/482-2293
Eastern Europe
Eastern Europe Business Information Center (EEBIC) U.S. Department of Commerce, Room 7412
Phone: 202/482-2645
FAX: 202/482-4473
Japan
Japan Export Information Center (JEIC)
U.S. Department of Commerce, Room 2318
Phone: 202/482-2425
FAX: 202/482-0469
Latin America/Caribbean
Latin America & Caribbean Business Development Center U.S. Department of Commerce, Room 1235
Phone: 202/482-0841
FAX: 202/482-5364
European Community
Single Internal Market 1992 Information Service (SIMIS) U.S. Department of Commerce, Room 3036
Phone: 202/482-5276
FAX: 202/482-2155
U.S. DEPARTMENT OF COMMERCE COUNTRY DESK OFFICERS
Commerce Department Desk Officers are a source for information on trade potential for U.S. products in specific
countries. Desk officers collect information on country's regulations, tariffs, business practices, economic and political
developments, market size and growth and trade data.

14th and Constitution Avenue, N.W.
Country Phone (202) Room
Afghanistan 482-2954 2029B
Albania 482-4915 3413
Algeria 482-1870 2039
Angola 482-4228 3021
Antigua and
Barbuda 482-2527 3021
Anguilla 482-2527 3021
Argentina 482-1548 3021

Aruba 482-2527 3020
Armenia 482-2354 3318
Azerbaijan 482-2354 3318
Australia 482-3646 2308
Austria 482-2920 3039
Bahamas 482-2527 3021
Bahrain 482-5545 2039
Baltic States 482-3952 3318
Bangladesh 482-2954 2029B
Barbados 482-2527 3021
Belarus 482-2354 3318
Belgium 482-5401 3042
Belize 482-2527 3021
Benin 482-4228 3317
Bermuda 482-2527 3021
Bhutan 482-2954 2029B
Bolivia 482-1659 3029
Botswana 482-4228 3317
Brazil 482-3871 3017
Brunei 482-3875 2308
Bulgaria 482-4915 3413
Burkina Faso 482-4388 3317
Burma 482-3875 2308
Burundi 482-4388 3317
Cambodia 482-3875 2308
Cameroon 482-5149 3317
Canada 482-3101 3303
Cape Verde 482-4388 3317
Caymans 482-2527 3021
Central African
Republic 482-4388 3020
Chad 482-4385 3317
Chile 482-1495 3017
China 482-2462 2317
Colombia 482-1859 3025
Comoro Islands 482-4564 3317
Congo 482-5149 3317
Costa Rica 482-2527 3021
Cuba 482-2527 3021
Cyprus 482-3945 3044
Czechoslovakia 482-2645 3143
Denmark 482-3254 3413
Djibouti 482-4564 3317
Dominica 482-2527 3021
Dominican
Republic 482-2527 3021
Ecuador 482-1659 3025
Egypt 482-4441 2039
El Salvador 482-2527 3020
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Equatorial
Guinea 482-4228 3317

Estonia 482-2354 3318
Ethiopia 482-4564 3317
European
Community 482-5278 3036
Finland 482-3254 3413
France 482-8008 3042
Gabon 482-5149 3317
Gambia 482-4388 3317
Georgia 482-2354 3318
Germany 482-2434 3409
Ghana 482-5149 3317
Greece 482-3945 3042
Grenada 482-2527 3021
Guadeloupe 482-2527 3021
Guatemala 482-2527 3021
Guinea 482-4388 3317
Guinea-Bissau 482-4388 3317
Guyana 482-2527 3021
Haiti 482-2527 3021
Honduras 482-2527 3020
Hong Kong 482-3832 2317
Hungary 482-2645 3413
Iceland 482-3254 3037
India 482-2954 2029
Indonesia 482-3875 2308
Iran 482-1870 2039
Iraq 482-4441 2039
Ireland 482-2177 3039
Israel 482-1870 2039
Italy 482-2177 3045
Ivory Coast 482-4388 3317
Jamaica 482-3809 3021
Japan 482-2425 2318
Jordan 482-1857 2039
Kazakhstan 482-2354 3318
Kenya 482-4564 3317
Korea 482-4957 2308
Kuwait 482-1860 2039
Kyrgyzstan 482-2354 3318
Laos 482-3875 2308
Lebanon 482-4441 2039
Lesotho 482-4220 3317
Liberia 482-4388 3317
Libya 482-5545 2039
Luxembourg 482-5401 3046
Macao 482-2462 2317
Madagascar 482-4504 3317
Malawi 482-4228 3317
Malaysia 482-3875 2308
Maldives 482-2954 2029B
Mali 482-4388 3317
Malta 482-3748 3049
Martinique 482-2527 3021
Mauritania 482-4388 3317
Mauritius 482-4564 3317
Mexico 482-0300 3028
Moldova 482-2354 3318
Mongolia 482-2462 2317
Montserrat 482-2527 3314
Morocco 482-5545 2039
Mozambique 482-5148 3317
Namibia 482-4228 3317
Nepal 482-2954 2029B
Netherlands 482-5401 3039
Netherlands
Antilles 482-2527 3021
New Zealand 482-3647 2308
Nicaragua 482-2527 3021
Niger 482-4388 3317
Nigeria 482-4288 3317
Norway 482-5149 3037
Oman 482-1870 2039
Pacific
Islands 482-3647 2308
Pakistan 482-2954 2029B
Panama 482-2527 3020
Paraguay 482-1548 3021
People's Rep
of China 482-3583 2317
Peru 482-2521 2038
Philippines 482-3875 2308
Poland 482-2645 3413
Portugal 482-4508 3044
Puerto Rico 482-2527 3021
Qatar 482-1070 2039
Romania 482-2645 6043
Rwanda 482-4388 3317
Russia 482-2354 3318
Sfo Tom‚ &
Pr¡ncipe 482-4338 3317
Saudi Arabia 482-4652 2039
Senegal 482-4388 3317
Seychelles 482-4564 3317
Sierra Leone 482-4388 3317
Singapore 482-3875 2308
Somalia 482-4564 3317
South Africa 482-5498 3317
Spain 482-4508 3045
Sri Lanka 482-2954 2029B
St. Barthelemy 482-2527 3021
St. Kitts-
Nevis 482-2527 3021
St. Lucia 482-2527 3021

St. Martin 482-2527 3021
St. Vincent-
Grenadines 482-2527 3021
Sudan 482-4564 3317
Suriname 482-2527 3021
Swaziland 482-5148 3317
Sweden 482-4414 3037
Switzerland 482-2920 3039
Syria 482-4441 2039
Taiwan 482-4957 2308
Tajikistan 482-2354 3318
Tanzania 482-4228 3317
Thailand 482-3875 2308
Togo 482-5149 3317
Trinidad &
Tobago 482-2527 3021
Tunisia 482-1860 2039
Turkey 482-5373 3045
Turks & Caicos
Islands 482-2527 3021
Turkmenistan 482-2354 3318
Uganda 482-4564 3317
Ukraine 482-2354 3318
United Arab
Emirates 482-5545 2039
United Kingdom 482-3748 3045
Uruguay 482-1495 3021
Uzbekistan 482-2354 3318
Venezuela 482-4303 3029
Vietnam 482-3875 2308
Virgin Islands
(UK) 482-2527 3021
Virgin Islands
(US) 482-2527 3021
Yemen, Rep. of 482-1870 2039
Yugoslavia 482-2615 3413
Zaire 482-5149 3317
Zambia 482-4228 3317
Zimbabwe 482-4228 3317
TRADE DEVELOPMENT
Trade Development Industry Officers work with businesses and associations to identify trade opportunities and
obstacles by product or service, industry sector and market. They develop export marketing plans and programs as
well as conduct trade missions, trade fairs, marketing seminars and business counseling.
Trade Development
U.S. Department of Commerce, Room 3832
Phone: 202/482-1461
FAX: 202/482-5697
TRADE DEVELOPMENT INDUSTRY UNITS
TECHNOLOGY AND AEROSPACE INDUSTRIES

Room 2130
Phone: 202/482-1872
FAX: 202/482-3383
BASIC INDUSTRIES
Room 4043
Phone: 202/482-0614
FAX: 202/482-5666
SERVICE INDUSTRIES & FINANCE

Room 1128A
Phone: 202/482-5261
FAX: 202/482-4775
TEXTILES, APPAREL & CONSUMER GOODS
Room 3100
Phone: 202/482-3737
FAX: 202/482-2331
In addition to the major industry sectors, cross-sectoral units provide statistical data and analyses useful in export
development and coordinate Trade Development's overall export promotion efforts.
OFFICE OF TRADE & ECONOMIC ANALYSIS

Room 2815
Phone: 202/482-5145
FAX: 202/482-5697
OFFICE OF EXPORT PROMOTION COORDINATION U.S. Department of Commerce

Room 2001
Phone: 202/482-4501
FAX: 202/482-5697
ITA/US&FCS DISTRICT OFFICES
The US&FCS oversees 47 district offices and 21 branch offices in cities throughout the United States. ITA trade
specialists can provide export counseling, export programs and assistance through 51 District Export Councils
nationwide comprised of nearly 1,800 business and trade experts who volunteer to help U.S. firms export.
ALABAMA
ITA/US&FCS District Office
2015 Second Avenue, North, Room 302
Birmingham, AL 35203
Phone: 205/731-1331
FAX: 205/731-0076
ALASKA
World Trade Center Alaska, Suite 319
4201 Tudor Center Drive
Anchorage, AK 99508-5916
Phone: 907/271-6237
FAX: 907/271-6242
ARIZONA
230 North First Avenue, Room 3412
Phoenix, AZ 85025
Phone: 602/379-3285
FAX: 602/379-4324
ARKANSAS
425 West Capitol Avenue, Suite 700
Little Rock, AR 72201
Phone: 501/324-5794
FAX: 501/324-7380
CALIFORNIA
11000 Wilshire Boulevard, Room 9200
Los Angeles, CA 90024
Phone: 310/575-7105
FAX: 310/575-7220

6363 Greenwich Drive, Suite 230
San Diego, CA 92122
Phone: 619/557-5395
FAX: 619/557-6176

250 Montgomery Street, 14th Floor
San Francisco, CA 94104
Phone: 415/705-2310
FAX: 415/705-2297

3330 Irvine Avenue, Suite 305
Newport Beach, CA 92660-3198
Phone: 714/660-1688
FAX: 714/660-8039
COLORADO
1625 Broadway, Suite 680
Denver, CO 80202
Phone: 303/844-3246
FAX: 303/844-5651
CONNECTICUT
450 Main Street, Room 610 B
Hartford, CT 06103
Phone: 203/240-3530
FAX: 203/240-3473
DELAWARE
(Delaware serviced by Philadelphia ITA office) U.S. Department of Commerce
Phone: 215/951-4980
FAX: 215/951-7959
DISTRICT OF COLUMBIA
(D.C. serviced by Gaithersburg, MD ITA office) U.S. Department of Commerce
c/o National Institute of Standards and Technology Room A102, Building 411
Phone: 301/975-3904
FAX: 301/948-4360
FLORIDA
ITA/US&FCS Branch Office
107 West Gaines Street, Room 366G
Tallahassee, FL 32399-2000
Phone: 904/486-6469
FAX: 904/487-1407

224 Federal Building
51 SW First Avenue
Miami, FL 33130
Phone: 305/536-5268
FAX: 305/536-4765

128 North Osceola Avenue
Clearwater, FL 34617
Phone: 813/461-0011
FAX: 813/449-2889

200 East Robinson Street, Suite 695
Orlando, FL 32801
Phone: 407/648-6235
FAX: 407/648-6756
GEORGIA
4360 Chamblee-Dunwoody Road
Suite 310
Atlanta, GA 30341
Phone: 404/452-9101
FAX: 404/452-9105

Room A-107120 Bernard Street
Savannah, GA 31401
Phone: 912/652-4204
FAX: 912/652-4241
HAWAII
300 Ala Moana Boulevard
Honolulu, HI 96850
Phone: 808/541-1782
FAX: 808/541-3435
IDAHO
700 West State Street, Second Floor
Boise, ID 83720
Phone: 208/334-3857
FAX: 208/334-2787
ILLINOIS
55 East Monroe Street, Room 1406
Chicago, IL 60603
Phone: 312/353-4450
FAX: 312/886-8025

Illinois Institute of Technology
201 East Loop Drive
Wheaton, IL 60187
Phone: 312/353-4332
FAX: 312/353-4336

515 North Court Street
P.O. Box 1747
Rockford, IL 61110-C247
Phone: 815/987-8123
FAX: 815/987-8122
INDIANA
Penn Wood, Suite 106
11405 North Penn Street
Carmel, IN 46032
Phone: 317/582-2300
FAX: 317/582-2301
IOWA
210 Walnut Street, Suite 817
Des Moines, IA 50309
Phone: 515/284-4222
FAX: 515/284-402
KANSAS
151 North Volutsia
Wichita, KS 67214-4695
Phone: 316/269-6160
FAX: 316/683-7326
KENTUCKY
601 West Broadway, Room 636B
Louisville, KY 40202
Phone: 502/582-5066
FAX: 502/582-6573
LOUISIANA
Two Canal Street
431 World Trade Center
New Orleans, LA 70130
Phone: 504/589-6546
FAX: 504/586-2337
MAINE
77 Sewall Street
Augusta, ME 04330
Phone: 207/622-8249
FAX: 207/626-9156
MARYLAND
431 U.S. Customhouse
40 South Gay Street
Baltimore, MD 21202
Phone: 410/962-3560
FAX: 410/962-7813

c/o National Institute of Standards and Technology Room A102, Building 411
Phone: 301/975-3904
FAX: 301/948-4360
MASSACHUSETTS
Boston, MA 02210
Phone: 617/565-8563
FAX: 617/565-8530
MICHIGAN
1140 McNamara Building
477 Michigan Avenue
Detroit, MI 48226
Phone: 313/226-3650
FAX: 313/226-3657

300 Monroe N.W.
Grand Rapids, MI 49503
Phone: 616/456-2411
FAX: 616/456-2695
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MINNESOTA
110 South Fourth Street, Suite 108
Minneapolis, MN 55401
Phone: 612/348-1638
FAX: 612/348-1650
MISSISSIPPI
201 W. Capitol Street, Suite 310
Jackson, MS 39201-2005
Phone: 601/965-4388
FAX: 601/965-5386
MISSOURI
8182 Maryland Avenue, Suite 303
St. Louis, MO 63105
Phone: 314/425-3305
FAX: 314/425-3381

601 East 12th Street, Room 635
Phone: 816/426-3141
FAX: 816/426-3140
MONTANA
(Montana served by the Portland ITA Office) U.S. Department of Commerce
One World Trade Center, Suite 242
121 SW Salmon Street
Portland, OR 97204
Phone: 503/326-3001
FAX: 503/326-6351
NEBRASKA
11133 O Street
Omaha, NE 68137
Phone: 402/221-3664
FAX: 402/221-3668
NEVADA
1755 East Plumb Lane, #152
Reno, NV 89502
Phone: 702/784-5203
FAX: 702/784-5343
NEW HAMPSHIRE
(N.H. serviced by the Boston ITA Office) U.S. Department of Commerce
Boston, MA 02210
Phone: 617/565-8563
FAX: 617/565-8530
NEW JERSEY
3131 Princeton Pike
Building #6, Suite 100
Trenton, NJ 08648
Phone: 609/989-2100
FAX: 609/989-2395
NEW MEXICO
625 Silver Avenue SW, Third Floor
Albuquerque, NM 87102
Phone: 505/766-2070
FAX: 505/766-1057
NEW YORK
26 Federal Plaza, Room 3718
New York, NY 10278
Phone: 212/264-0634
FAX: 212/264-1356

111 West Huron Street, Suite 1312
Buffalo, NY 14202
Phone: 716/846-4191
FAX: 716/846-5290

111 East Avenue, Suite 220
Rochester, NY 14604
Phone: 716/263-6480
FAX: 716/325-6505
NORTH CAROLINA
400 West Market Street
Greensboro, NC 27401
Phone: 919/333-5345
FAX: 919/333-5158
OHIO
550 Main Street
Cincinnati, OH 45202
Phone: 513/684-2944
FAX: 513/684-3200

668 Euclid Avenue, Room 600
Cleveland, OH 44114
Phone: 216/522-4750
FAX: 216/522-2235
OKLAHOMA
6601 Broadway Extension
Oklahoma City, OK 73116
Phone: 405/231-5302
FAX: 405/841-5245

440 South Houston Street, Room 505
Tulsa, OK 74127
Phone: 918/581-765O
FAX: 918/581-2844
OREGON
One World Trade Center, Suite 242
121 SW Salmon Street
Portland, OR 97204
Phone: 503/326-3001
FAX: 503/326-6351
PENNSYLVANIA
Phone: 215/962-4980
FAX: 215/951-7959

1000 Liberty Avenue, Suite 2002
Pittsburgh, PA 15222-4194
Phone: 412/644-2850
FAX: 412/644-4875
PUERTO RICO
Room G-55, Federal Building
(Hato Rey) San Juan, PR 00918
Phone: 809/766-5555
FAX: 809/766-5692
RHODE ISLAND
7 Jackson Walkway
Providence, RI 02903
Phone: 401/528-5104
FAX: 401/528-5067
SOUTH CAROLINA
1835 Assembly Street, Suite 172
Columbia, SC 29201
Phone: 803/765-5345
FAX: 803/253-3614

9 Liberty Street, Room 128
Charleston, SC 29424
Phone: 803/765-5345
FAX: 803/253-3614
SOUTH DAKOTA
(S.D. serviced by the Omaha District Office) U.S. Department of Commerce
11133 O Street
Omaha, NE 68137
Phone: 402/221-3664
FAX: 402/221-3668
TENNESSEE
404 Jason Robertson Parkway, Suite 1114 Nashville, TN 37219
Phone: 615/736-5161
FAX: 615/736-2454
22 North Front Street, Suite 200
Memphis, TN 38103
Phone: 901/544-4137
FAX: 901/575-3510

301 East Church Avenue
Knoxville, TN 37915
Phone: 615/545-4637
TEXAS
P.O. Box 12728, Capitol Station
Austin, TX 78711
Phone: 512/472-5059
FAX: 512/320-9424

1100 Commerce Street, Room 7A5
Dallas, TX 75258
Phone: 214/767-0542
FAX: 214/767-8240

515 Rusk Street
Houston, TX 77002
Phone: 713/229-2578
FAX: 713/229-2203
UTAH
324 South State Street, Suite 105
Salt Lake City, UT 84111
Phone: 801/524-5116
FAX: 801/524-5886
VERMONT
(Vermont served by the Boston ITA Office) U.S. Department of Commerce
Boston, MA 02210
Phone: 617/565-8563
FAX: 617/565-8530
VIRGINIA
400 North Eighth Street, Suite 8010
Richmond, VA 23240
Phone: 804/771-2246
FAX: 804/771-2390
WASHINGTON
3131 Elliott Avenue, Suite 290
Seattle, WA 98121
Phone: 206/553-5615
FAX: 206/553-7253
WEST VIRGINIA
405 Capitol Street, Suite 807
Charleston, WV 25301
Phone: 304/347-5123
FAX: 304/347-5408
WISCONSIN
517 East Wisconsin Avenue, Room 596
Milwaukee, WI 53202
Phone: 414/297-3473
FAX: 414/297-3470
WYOMING
(Wyoming serviced by the Denver ITA Office) U.S. Department of Commerce
1625 Broadway, Suite 680
Denver, CO 80202
Phone: 303/844-3246
FAX: 303/844-5651
BUREAU OF EXPORT ADMINISTRATION (BXA)
The BXA counsels U.S. firms attempting to export controlled products, issues export licenses and holds seminars on
export regulations.

Bureau of Export Administration
Office of Export Licensing
Phone: 202/482-8536
FAX: 202/482-3322
BXA services include:
Export License Application and Information Network (ELAIN) Phone: 202/482-4811
System for Tracking Export License Application (STELA) Phone: 202/482-2752
Export Licensing Voice Information System (ELVIS) Phone: 202/482-4811
Export Seminars
Phone: 202/482-6031
NATIONAL INSTITUTE OF STANDARDS AND TECHNOLOGY

Provides information about foreign standards and certification requirements. Maintains a GATT Hotline which reports
on the latest technical notifications of proposed foreign regulations that may affect trade.

Technology Administration
NIST
Physics Building, Room A363
Phone: 301/975-4040
FAX: 301/963-2871
GATT Hotline: 301/975-4041

International Business Plan

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International Business Plan

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1.

Chapter 1: Making the Export Decision

ADVANTAGES AND DISADVANTAGES OF EXPORTING

 develop new promotional material

The World's 10 Most Luxurious Trains

THE NEED FOR AN INTERNATIONAL BUSINESS PLAN

An international business plan should define your company's:

 commitment to international trade;

STEP 1: Select the most exportable products to be offered internationally.

What are the major products your business sells?

What products have the best potential for international trade?

STEP 2: Evaluate the products to be offered internationally.

What makes your products unique for an overseas market?

How much inventory will be necessary to sell overseas?

IDENTIFYING PRODUCTS WITH EXPORT POTENTIAL

Products/Services Reasons for Export Success

Decision Point: These products have export potential.

What is the purpose of completing this workbook?

Five reasons it will be worth your time and effort:

Can't I hire someone to do this for me?

Why is planning so important?

In considering products for the international market, a business needs to be:

1. Successful in its present domestic operation.

What's the bottom line for me if I do the plan?

Isn't planning just for the big companies?

How often do I have to do this?

STEP 1: Define long-term goals.

STEP 2: Define short-term goals.

Dogs Do These 10 Thing when It Loves You

STEP 1: Determine your industry's growth for the next 3 years.

STEP 2: Research how competitive your industry is in the global markets.

STEP 5: Find export data available on your industry.

Contact your SBA or DOC district office.

YOUR BUSINESS/COMPANY ANALYSIS

STEP 2: What products do you feel have export potential?

PROS AND CONS OF MARKET EXPANSION

0% 25% 50% 75% 100%

MARKETING YOUR PRODUCT

1. What are your product's advantages?

2. What are your product's disadvantages?

3. What are the competitive product's advantages?

4. What are the competitive product's disadvantages?

What competitive products are sold abroad and to whom?

1. Install your product?

2. Use your product?

3. Maintain your product?

4. Service your product?

What options and accessories are available?

1. Has an aftermarket been developed for your product?

3. What complementary goods does your product require?

If your product is an industrial good:

2. What is the useful life of your product?

3. Is use or life affected by climate? If so, how?

4. Will geography affect product purchase, for example transportation problems?

If the product is a consumer good:

2. Is consumption affected by climate?

3. Is consumption affected by geography, for example transportation problems?

Select the best countries to market your product.

MARKET FACTOR ASSESSMENT COUNTRY/RATING COUNTRY/RATING

. Population size, growth, density

. Urban and rural distribution

. Climate and weather variations

. Physical distribution and